1. Market Research
  2. > Telecom
  3. > Mobile Services Market Trends
  4. > Vertical & Horizontal Worlds of Mobile

Vertical & Horizontal Worlds of Mobile

  • August 2015
  • -
  • TeleResearch Labs
  • -
  • 185 pages

A collection of caseworks & practice models for - developing new products & services; attracting new investments for intersectoral consumer offerings; and collaborating for multifaceted & standalone ‘mobile-internet’ businesses mobile-video-adaptation-and-delivery-2012-2016

Foreword
What often goes missing in many market research initiatives are inputs for enabling differentiation. Now, these 'inputs' may not always have an accepted business case, but then, that's what serendipity would be about, right?
But how do you go about achieving the unexpected?
That's by developing skills to plan business serendipity.
What we have attempted with this report is to present all hard facts/ figures/ analysis/ forecasts (the standard), and then interjecting them with daring & disruptive ideas, challenging mobile operators to have the guts for glory!

To tick your thought process let's quickly ask you a few questions:
a) Are you simply focusing on adjunct telecom markets, or have actively thought to fuse them up?
For instance, Connected Car w/ Connected Home, Mobile Agriculture w/ Mobile Microinsurance.
b) Within each market, have you really segmented consumers exhaustively?
Over half-a-billion women in agriculture aren't being approached effectively by mobile operators.
c) What's the market span of your average M2M apps?
Chinese operators are leading the front with generic M2M apps designed to work across several markets such as healthcare and automotive.
d) How can you leverage the data opportunity in rural/ underserved markets?
Contrary to some notions, data holds humongous appeal in rural settings but operators are not approaching the situation correctly.
e) Does your app strategy examine cost-effectiveness of verticals?
Not every vertical market would be profitable for all operators.
f) What would be your ideal time and route for M2M services migration to new networks?
2G/ 3G will remain the most common mobile technology in Latin America, Africa, Middle East, Central and Eastern Europe, and Asia-Pacific (leaving out South Korea and Japan) for the next 4-6 years.
g) How to draw investor confidence away from competitors?
Many big telcos' turnovers are substantially higher than OTT competitors such as Google, Facebook, Skype etc., however, their market capitalisation lack steam vis-à-vis such players as investors continue to foresee higher profits from such companies as compared to telcos.
h) What's your take on fixed mobile convergence (FMC)?
Contrary to what many industry observers believe, FMC is not for each and every mobile operator, with the focus on high-end markets. In price-conscious markets it would be better to focus on separate services. The decision to converge or to remain a mobile-only operator is highly significant during the next 5 years, especially keeping 5G networks evolution, which would test the notion that it's always wise to deploy mobile data onto fibre networks.
i) When should you compete, and where all you would be better off by collaborating?

Besides discussing and providing guidelines on the above mentioned points, the report draws attention to another interesting fact: while most businesses plan operations along the vertical & horizontal ranges we discuss below, not many pay deserved attention at their intersections – missing opportunities to be innovative – and thus missing serendipitous outcomes.
It is for these reasons we believe that operators should infact renew focus on their core services and strengths such as voice and messaging rather than meekly admit that these face continuous inevitable decline. Hardly has there been innovation in voice over the past two decades, whereas some hardware and software companies have latched onto it to make all the difference by the likes of Facebook and Apple.
Similarly, telcos have traditionally shunned attention to the consumer segments seen as undesirable such as rural farmers/ housewives/ students etc. This results in killing opportunities to be disruptive, with operators falling into a rut pattern.

Table Of Contents

Vertical and Horizontal Worlds of Mobile
Table of contents
Chapter 1: Foreword
1.1 Forces driving mobile economies through 2015 - 2018
1.2 Developing a multifaceted/ multiyear transformation programme
1.3 Business congruency for maximum profits
1.4 The key of 'The consumer interaction'
1.5 Where'll telecom operators lead from here?
Chapter 2: Mobile vs. Rest of the Telecoms - key service overlapping and business befitting scenarios;
product development via new partnerships and value fusions; and coping with the
‘OTT Juggernaut'
2.1 Market leadership and competition
Figure 2-1 Shift in telecom market leadership and competition
2.2 Referendum on Middle East and Africa
2.2.1 What are the key sustainability issues in Africa?
2.2.2 Sub-Saharan Africa overtaking Europe by 2020
2.2.3 Will just improving the affordability of handsets and taxation save the African mobile industry?
2.3 Factors supporting growth in Middle East
2.3.1 Tech-savvy youth contributing to revenues
2.3.2 Internet-enabled wearable devices picking-up
2.3.3 Gaming and mobile commerce
2.4 Referendum on Latin America
2.4.1 Setting new benchmarks via infrastructure sharing and outsourcing
2.4.1.1 Virtualise what you don't have!
2.4.2 What's in it for idlers?
2.4.3 Revenue opportunity for vendor fraternity
2.5 Referendum on Europe
2.5.1 4G adoption on rise
2.5.2 Finland: A case worth mentioning
2.6 Asia Pacific
2.6.1 Aces to play
2.6.2 Russia's strategic priority
2.6.3 The Indian telecom market: Are telcos ready to encash the big billion opportunity?
2.6.4 Fastest 4G/ hi-speed internet developing rural economies
2.7 North America
2.7.1 Rethinking business
2.7.2 Discovery driven planning and value creation
2.7.3 The MNO advantage
2.8 ***Special category players***
2.8.1 Greenfield service providers
2.8.2 Virtual operators/ MVNOs
2.9 Rise of fragmented communications: Global and regional peculiarities
2.9.1 Evaluating the ‘OTT service' - Its share to ‘The mobile world'
Table 2-1 Global OTT messaging growth of selected players
Figure 2-2 Global voice and messaging revenues lost to OTT applications (in US$ billion), 2014-2020
2.9.2 Market dynamics of traditional telco products: 2012-2014
Figure 2-3 Global voice revenue (in US$ billion), 2012-2014
Figure 2-4 Global voice revenue by region (in US$ billion), 2012-2014
Figure 2-5 Global SMS revenue (in US$ billion), 2012-2014
Figure 2-6 Global SMS revenue by region (in US$ billion), 2012-2014
Chapter 3: The Horizontal World of Mobile: kick-starting latent revenue streams in rural/ underserved
markets and spotting niche consumer segments; M2M/ cloud integration strategies for effective
enterprise service delivery; 2G/ 3G/ 4G network dynamics and intricacies
3.1 Business Interplay analysis
3.2 Sighting innovation for new product development
3.3 Occupancy, growth opportunities and distribution
3.4 Division of Horizons - compatibility, planning and integration
3.5 Sustain consumer segment/ embrace 'the enterprise'
3.6 How to secure and expand your consumer market (subscriber base, profit margin)?
3.7 Why exploring underserved consumer markets has become highly crucial?
3.8 Strategic guidelines for maximising revenues from rural markets
3.9 Untapped women segment- A huge market
3.10 Exploring opportunities in enterprise segment - Identify your unique value proposition (UVP)
3.11 Enterprise mobility solutions
3.11.1 Key mobility services
3.11.2 BYOD Catalysis: A Boom or Bust
3.11.2.1 Case study: ATandT Toggle
3.11.3 Enterprise mobility market, 2014 - 2020
Figure 3-1 Enterprise mobility market revenue (in US$ billion), 2014 - 2020
Figure 3-2 Enterprise mobility market revenue by region (in US$ million), 2014 - 2020
Table 3-1 Enterprise mobility market revenue by region (in US$ million), 2014 - 2020
3.12 Advanced communications for business: UC (Unified communications) pitfalls and improvisation
3.12.1 Communicate benefits of unified communications effectively
3.12.2 Emutable laws of seamless-user-experience
3.12.3 Exploit mobile capabilities to fullest
3.12.4 Put 3rd-party integration/ compatibility on your key agendas
3.12.5 Explore, Define, then Refine your 'right go-to-market strategy'
3.13 M2M
3.13.1 Who can be an ideal M2M service provider?
3.13.1.1 Revenue relevance for M2M providers
3.13.1.2 The M2M business bottom line
3.13.2 Network dynamics and optimisation strategies
3.13.3 Case study: Vodafone's project Spring [developing (an) Ideal M2M integration platform]
3.13.3.1 Vodafone building on enterprise service architecture
3.13.3.2 Industrial scale enterprise platform with mobile core
3.13.4 M2M market, 2014-2020
Figure 3-3 Global M2M connections (in billion), 2014-2020
Figure 3-4 Global M2M revenues (in US$ billion), 2014-2020
Figure 3-5 5 Reasons businesses opting for cloud
3.14 Leveraging cloud for enterprise
3.14.1 Service differentiation versus user segmentation: via cloud
3.14.2 Case study: Microsoft's enterprise cloud strategy
3.14.3 Analysing cloud provider revenue potential, 2014-2020
Figure 3-6 Global public cloud service market (in US$ billion), 2014-2020
Table 3-2 4G Mobile cloud offerings
3.15 Cashing on security management for enterprises
3.15.1 Head-on comparison: Where different operators are at exploiting 'security market'?
3.15.2 Ideal enterprise security management portfolio
Chapter 4: The Vertical World of Mobile - independent Vs. collaborative revenue generating models;
product diversification, end-user positioning, and trends of monetisation via B2B amalgamations,
and/ or stand-alone executions w/ emulatory case studies; and forecasts for 2015-2020
4.1 Healthcare/ Life sciences
4.1.1 Opportunities in healthcare sector for mobile operators
Table 4-1 Application of telecommunications in healthcare industry
4.1.2 Pros and cons of healthcare industry for telecom players
4.1.3 Current status of telecoms in healthcare industry
4.1.4 Telecom services portfolio in healthcare: Spotting revenue opportunities
Figure 4-1 Telecommunications service portfolio for healthcare industry
4.1.5 Case study: Telus health investments and revenues
Table 4-2 Telus health quick facts
Table 4-3 Telus health product portfolio
4.1.6 Telecoms growth forecasts in healthcare industry, 2014-2020
Figure 4-2 Global mHealth revenue (in US$ billion), 2014 - 2020
Table 4-4 Global mHealth revenue (in US$ billion, CAGR %), 2014 - 2020
Figure 4-3 mHealth revenue by region (in %), 2020
Table 4-5 mHealth revenue by region (in US$ billion), 2020
Figure 4-4 mHealth revenue by stakeholders (MNOs, device vendors, healthcare providers, content providers/
application developers) (in %), 2020
Table 4-6 mHealth revenue by stakeholders (MNOs, device vendors, healthcare providers, content providers/
application developers) (in US$ billion), 2020
Table 4-7 mHealth revenue by various categories (in US$ billion), 2020
Figure 4-5 mHealth revenue by various categories (in %), 2020
Figure 4-6 Global mHealth app users (in million), 2014-2020
4.2 Financial services Part 1: Banking and Payments
4.2.1 The changing landscape in mobile banking
4.2.1.1 Telcos entering into the mainstream banking
4.2.1.2 Payment banking services to drive significant revenues for telcos - Recent development from
Indian market
4.2.1.3 Mobile money is not just for the 'unbanked'
4.2.2 Case study: Rogers Communications' credit card business
4.2.3 Case study: Strategic evaluation of T-Mobile's Mobile Money
4.2.3.1 Who are the target segments for T-Mobile's Mobile Money service?
4.2.3.2 The business model
Table 4-8 Key features of T-Mobile's Mobile Money service
4.2.3.3 Restrictions and limitations
4.2.4 Case study: Safaricom's M-Pesa - A tunnel view on unique success factors
Figure 4-7 Safaricom's revenue (in Kshs billion), FY 2009-FY 2014
Table 4-9 Safaricom's revenue (in Kshs billion), FY 2009-FY 2014
Figure 4-8 Safaricom's revenue break-up (in %), FY 2009-FY2014
Figure 4-9 Total customers vs. M-Pesa vs. data (in million), FY 2011-FY2014
Figure 4-10 M-Pesa vs. data customers (as % of total customers), FY 2011-FY2014
4.2.4.1 The investment
4.2.4.2 The return on investment (RoI)
Figure 4-11 Financial services outlets in Kenya, 2009
4.2.4.3 Service innovation
4.2.4.4 M-Pesa business model
4.2.5 Case study: Mobile marketing and wallet platform Weve
Figure 4-12 Weve value chain
Table 4-10 Fast forward - Mobile marketing and wallet platform Weve
4.2.6 Banking and payments market forecasts, 2014-2020
Figure 4-13 Global mPayment users (in million), 2014 - 2020
Figure 4-14 mPayment users by region (in million), 2014 - 2020
Figure 4-15 North America mPayment users (in million), 2014 - 2020
Figure 4-16 Latin America mPayment users (in million), 2014 - 2020
Figure 4-17 Europe mPayment users (in million), 2014 - 2020
Figure 4-18 Asia Pacific mPayment users (in million), 2014 - 2020
Figure 4-19 Africa mPayment users (in million), 2014 - 2020
Figure 4-20 Middle East mPayment users (in million), 2014 - 2020
Figure 4-21 Global mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-22 mPayment revenue by region (in US$ billion), 2014 - 2020
Table 4-11 mPayment revenue by region (in US$ billion), 2014 - 2020
Figure 4-23 North America mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-24 Latin America mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-25 Europe mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-26 Asia Pacific mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-27 Africa mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-28 Middle East mPayment revenue (in US$ billion), 2014 - 2020
Figure 4-29 Global NFC mPayment forecast (in US$ billion), 2014 - 2020
Figure 4-30 Global mobile banking users (in million), 2014 - 2020
Figure 4-31 North America mobile banking users (in million), 2014 - 2020
Figure 4-32 Latin America mobile banking users (in million), 2014 - 2020
Figure 4-33 Europe mobile banking users (in million), 2014 - 2020
Figure 4-34 Asia Pacific mobile banking users (in million), 2014 - 2020
Figure 4-35 Africa mobile banking users (in million), 2014 - 2020
Figure 4-36 Middle East mobile banking users (in million), 2014 - 2020
4.3 Financial services Part 2: Mobile microinsurance (MMI)
4.3.1 Why mobile microinsurance is an increasingly attractive opportunity for MNOs?
Figure 4-37 Insured population vis-a-vis MNO consumer segmentation
4.3.2 Which markets are ideal for mobile microinsurance products, and why?
4.3.3 Playing with mobile microinsurance products for customised (consumer) uptake
4.3.4 Case study: Airtel's FBN Padi4Life
Table 4-12 Key features of Airtel Nigeria microinsurance product: Padi4Life
4.3.5 Business model for mobile insurance
4.3.6 Insurance telematics/ usage-based insurance (UBI)
Figure 4-38 Insurance telematics workflow
4.3.7 Case study: Tesco Bank Box insurance
Table 4-13 Tesco Bank Box insurance
4.3.8 Case study: Tigo Kiiray
Table 4-14 Key features of Tigo Kiiray
4.3.9 Microinsurance market forecasts, 2014-2020
Figure 4-39 Global microinsurance users (in million), 2007-2013
Figure 4-40 Global microinsurance users forecasts (in million), 2014-2020
4.4 Retail/ Consumer products
4.4.1 Retail majors streamlining their supply chain
4.4.2 Case Study: O2 retail sector portfolio
Table 4-15 O2, Ireland retail sector solutions
4.4.3 Case study: Smart Steps, The first product of Telefonica Digital Dynamic Insights
4.4.4 Retail sector market forecasts, 2014-2020
Figure 4-41 Global cellular M2M connections in retail industry (in million), 2014 - 2020
Figure 4-42 Cellular M2M connections in retail industry by region (in million), 2014 - 2020
4.5 Automotive, transportation and logistics
4.5.1 Connected car and Associated telematics
4.5.2 Asset tracking and fleet management
4.5.3 Case Study: TomTom fleet management
Table 4-16 TomTom Telematics revenue (in € million), Q3 2013 and Q3 2014
Figure 4-43 TomTom Business Solutions installed base - Active subscriptions (in thousands), 2006-2014
4.5.4 Automotive, transportation and logistics market potential
4.5.4.1 Connected car market, 2014-2020
Figure 4-44 Global connected car telematics revenue (in US$ billion), 2014-2020
Table 4-17 Global connected car telematics revenue by segment (in US$ billion), 2014-2020
Figure 4-45 Global connected car telematics revenue by segment (in US$ million), 2014-2020
Figure 4-46 Global connected car shipment (in million), 2014-2020
Figure 4-47 Global connected car shipment by technology (in million), 2014-2020
Table 4-18 Global connected car shipment by technology (in million), 2014-2020
4.5.4.2 Asset tracking and fleet management market, 2014-2020
Figure 4-48 Global asset tracking and fleet management market revenue (in US$ billion), 2014- 2020
Figure 4-49 Asset tracking and fleet management market revenue by region (in US$ billion), 2014-2020
4.6 Energy: Utility management, smart grid, and smart metering
4.6.1 Case study: Singapore's Smart Nation Platform (SNP)
4.6.1.1 Singapore's Smart Nation Platform (SNP) working model
Figure 4-50 Singapore's Smart Nation Platform (SNP) model
4.6.1.2 SNP timeline
4.6.1.3 Recent developments
4.6.2 Electric vehicle charging industry
Figure 4-51 Energy value chain of electric vehicle charging industry
4.6.2.1 Chargestorm payment solution for electric vehicle charging
4.6.3 Case study: Vodafone's solar charging solutions for mobile phones
4.6.4 Case study: BT's SmartReach
4.6.5 Case study: Magyar Telecom
Figure 4-52 Magyar Telecom revenue breakdown (in HUF million), 2012 and 2013
Figure 4-53 Telekom Hungary revenue breakdown (in HUF million), 2012 and 2013
Table 4-19 Magyar Telecom revenue breakdown (in HUF million), 2012 and 2013
Figure 4-54 Magyar Telecom revenue from energy services (in HUF million), 2012 and 2013
Table 4-20 Magyar Telecom revenue from energy services (in HUF million), 2012 and 2013
Table 4-21 KPI information on Magyar Telecom energy services in Hungary
4.6.6 Energy sector market potential and forecasts, 2014-2020
Figure 4-55 M2M connections in utilities sector (in billion), 2014-2020
Figure 4-56 Global M2M connections in utilities sector by region (in million), 2014-2020
Figure 4-57 Global M2M connections in utilities sector by type (in billion), 2014-2020
Table 4-22 Global M2M connections in utilities sector by type (in million), 2014-2020
Figure 4-58 Smart meter's share of utilities M2M connection, 2014-2020
4.7 Entertainment and media
4.7.1 Case study: Verizon Digital Media Services (VDMS)
4.7.1.1 VDMS restructuring
4.7.1.2 VDMS' tailored solutions for media and entertainment industry
4.7.1.3 VDMS and KT Corporation to deliver high quality content to Korea
4.7.2 Entertainment and media market potential for telecoms
Figure 4-59 Global media and entertainment revenue - Digital vs. non-digital (in US$ billion), 2014-2020
Figure 4-60 Global media and entertainment revenue - Digital vs. non-digital (in %), 2014-2020
4.8 Home automation, security and surveillance
4.8.1 Case study: China Telecom's “MegaEyes” network video surveillance service
4.8.2 Case study: ATandT digital life, home security and automation service
Table 4-23 ATandT smart security product portfolio
4.8.3 Home automation, security and surveillance market forecasts, 2014-2020
Figure 4-61 Global home automation market revenue (in US$ billion), 2014-2020
Figure 4-62 Home automation market revenue by region (in US$ million), 2014-2020
Table 4-24 Home automation market revenue by region (in US$ million), 2014-2020
Figure 4-63 Global video surveillance market revenue (in US$ billion), 2014-2020
Figure 4-64 Video surveillance market revenue by region (in US$ million), 2014-2020
Table 4-25 Video surveillance market revenue by region (in US$ million), 2014-2020
4.9 Manufacturing
Table 4-26 Mobile application in manufacturing
4.9.1 Benefits and issues of mobile in manufacturing
4.9.2 Mobile, putting lean manufacturing into practice
4.9.3 Inventory optimisation
4.9.4 Cost-effective material tracking
4.9.5 Workforce tracking
4.9.6 Integrated communication for mobile sales force
4.9.7 Fleet management
4.9.8 Manufacturing sector market forecasts, 2014-2020
Figure 4-65 Global telecom revenue from manufacturing industry (in US$ billion), 2014-2020
Figure 4-66 M2M revenue from manufacturing industry by region (in US$ million), 2014-2020
Table 4-27 M2M revenue from manufacturing industry by region (in US$ million), 2014-2020
4.10 Agriculture
4.10.1 Market potential for agriculture mobile-VAS
Table 4-28 Application of mobile phones in agriculture
4.10.2 Case study: Tata's mKrishi
Table 4-29 mKrishi key facts
4.10.2.1 mKrishi objectives
Figure 4-67 mKrishi value chain
4.10.2.2 mKrishi product portfolio
4.10.2.3 Business advantages
4.10.3 mKrishi RoI
4.10.4 Case study: China Mobile's Nong Xin Tong
4.11 Government and Public sector
4.11.1 Key telecom segments in government and public sector
4.11.1.1 Citizen services and social development
4.11.1.2 Emergency response
4.11.1.3 Critical infrastructure protection
4.11.1.4 Border and area security
4.11.1.5 Disaster management
4.11.1.6 Public safety LTE
4.11.1.6.1 Public safety user needs
4.11.1.6.2 Fast, reliable mobile broadband
4.12 Education industry
4.12.1 Global mobile education trials
Table 4-30 Global mobile education trials
4.12.2 Catalysts of global mobile education market
4.12.3 Hot markets for mobile education investment
4.12.4 Mobile education ecosystem
Figure 4-68 Mobile education ecosystem
4.12.5 Case study: Blackboard Mobile Central
Table 4-31 Blackboard's mobile education business model
4.12.6 Case study: Barnes and Noble
Table 4-32 Barnes and Noble's mobile education business model
4.12.7 Mobile education market forecasts, 2014-2020
Figure 4-69 Global mobile education market revenue (in US$ billion), 2014-2020
Figure 4-70 Mobile education market revenue by region (in US$ million), 2014-2020
Table 4-33 Mobile education market revenue by region (in US$ million), 2014-2020
Chapter 5: Vertical and Horizontal Worlds of Mobile in Action
5.1 Recommendations/ Advisories for service providers
5.1.1 Legacy service providers
5.1.2 Standalone mobile operators
5.1.3 Fixed-line operators
5.1.4 Others - Greenfield players, MVNOs, and OTTs
5.2 Archetypical hypothesis for value creation scenarios
5.2.1 Scenario 1
5.2.2 Scenario 2
5.2.3 Scenario 3
5.3 End Note

View This Report »

Get Industry Insights. Simply.

  • Latest reports & slideshows with insights from top research analysts
  • 24 Million searchable statistics with tables, figures & datasets
  • More than 10,000 trusted sources
24/7 Customer Support

Talk to Ahmad

+1 718 618 4302

Purchase Reports From Reputable Market Research Publishers
Global Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues

Global Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues

  • $ 19995
  • Industry report
  • August 2016
  • by Pyramid Research

Summary Pyramid Research report Global Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues built using extensive ...

Middle East and North Africa Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues

Middle East and North Africa Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues

  • $ 10995
  • Industry report
  • September 2016
  • by Pyramid Research

Summary Pyramid Research report Middle East and North Africa Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues ...

South America Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues

South America Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues

  • $ 9995
  • Industry report
  • September 2016
  • by Pyramid Research

Summary Pyramid Research report South America Mobile Services Market (Volume and Revenue Analytics) to 2020: Review of Mobile Subscriptions Segmentation, Usage, ARPS, Churn and Overall Revenues built using ...


ref:plp2015

Reportlinker.com © Copyright 2016. All rights reserved.

ReportLinker simplifies how Analysts and Decision Makers get industry data for their business.