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Global Mobile Vertical Markets 2016—2020

  • March 2015
  • -
  • TeleResearch Labs

AI 1.0. GMVM 2016:

GSMA ESTIMATES OVER 60 NEW OPERATOS LOOKING TO LEVERAGE ‘SIM-BASED NFC’ IN YEAR 2016.
Mobile Network Operators (MNOs) are exploring various ways to expand their vertical markets. SIM-based NFC mobile payment service which is slowly and steadily catching on is being looked upon as the next big thing in vertical market by MNOs for varied reasons especially as an enabler in revenue generation. GSMA estimates suggest there were in excess of 150 SIM based-NFC launches in 2015. Consequently, the growth trend for NFC-enabled SIM shipments as units soared by 69 per cent from 78 million in 2013 –to- 132 million units in 2014. Now in 2016, there are over 60 MNOs which are leveraging SIM-based NFC mobile payment service. And to add to it, according to GSMA, 50 per cent of all smartphones were NFC enabled in 2015.

It all started when in the year 2011 on the eve of Mobile Asia Congress, GSMA announced commitment of 45 of the world’s leading mobile operators have committed to support and implement SIM-based Near Field Communications (NFC) solutions and services. Who those (new) operators are; their demographics; size of the opportunity; detailed terms of engagements; vendor knowhows, and their ‘bowling alley’ models…visit the latest research published by Teleresearch Labs: Global Mobile Vertical Markets 2016 to 2020 (February 2016 edition). Click here (link) for more details.

Table Of Contents

Global Mobile Vertical Markets 2016—2020
OUTLINE OF THE REPORT
1 2016 and beyond: Which new businesses will drive the most revenues for telcos?
1.1 “Voice, SMS and Mobile Internet” vs. the next mobile wealth (products and services)
1.2 Operators' (business) perspective for mobile wealth evolution
1.3 Scenario planning for mobile operators without “Voice Revenue” in 2016 and beyond
1.4 Magnifying the scope of revenue diversification
and range of products
1.4.1 Step 1: Strategic remodelling of existing businesses
for protecting and boosting revenue/ ARPU
1.4.2 Step 2: Unleashing digital routes of innovation to
drive mobile wealth
1.4.3 Step 3: B2B collaboration for vertical product
diversification and latent revenue streams
2016 and beyond: Which new businesses will
drive the most revenues for telcos?
2 Business model innovation: A multi-phased road map for revenues “beyond Voice, SMS, and Mobile Internet”
2.1 Creating an overlay services cluster to gradually
boost lateral revenue streams
2.2 Strategic steps to increase non-voice services'
earnings and ensure sustainable business growth
2.3 Why 2016 could be the breakthrough year for
mobile industry?
2.3.1 Market Dynamics of Traditional Telco Products:
2012-2014
2.4 Strategic steps for a comprehensive makeover
2.5 Where'll telecom operators lead from here?
3 Telco transformation and strategic remodelling
of existing businesses for protecting and
boosting revenue/ ARPU
3.1 Occupancy, growth opportunities and distribution
3.2 Division of horizons - Compatibility, planning and
integration
3.3 Evaluating the OTT challenges and devising the right
strategy to fight smartly
3.3.1 Case Study: Tango
3.3.2 Case Study: KDDI-Skype partnership
3.3.3 Case Study: Hike
3.4 Sustain consumer segment, embrace the enterprise
3.5 How to secure and expand your consumer market
3.6 Why exploring underserved consumer markets have
become highly crucial?
3.7 Strategic guidelines for maximising revenues from rural
markets
3.8 Untapped women segment- A huge market
3.9 Exploring the opportunities in enterprise segment
3.10 Enterprise mobility solutions
3.10.1 Key mobility services
3.10.2 Mobile devices boom: A big catalyst of bring your own
device (BYOD)
3.10.2.1 Case study: ATandT Toggle
3.10.3 Enterprise mobility market, 2014 - 2020
3.11 Unified communications (UC): Present pitfalls and
improvising strategies
3.11.1 Communicate the benefits of unified communication
effectively
3.11.1.1 Seamless user experience
3.11.1.2 Maximise mobile capabilities
3.11.1.3 Solution must be integratable to third-party
applications
3.11.1.4 Develop right go-to-market strategy
3.12 MVNO
3.12.1 How MNOs can leverage MVNO opportunity to
generate incremental revenue while keeping user
base and brand value intact?
3.12.1.1 Case Study: Virgin Mobile, UK
3.12.1.2 Case Study: Ortel Mobile, Europe
4 Unleashing digital routes of innovation to drive the next wave of growth
4.1 Revenue amplification through apps
4.1.1 Monetising your business models
4.1.2 Strategy for new App launches
4.1.2.1 Fabrication Dilemma - Big question “What to offer?”
4.1.3 Revenue opportunities via apps for small-tomidsized
vendors
4.1.3.1 Mobile app revenue
4.1.4 Should every operator launch their own app store?
4.1.4.1 Case worth analysing: Verizon Apps
4.1.5 MNOs, vendors and app developers' collaboration
opportunities
4.2 Mobile advertising revenue opportunity for MNOs
4.2.1 Case Study: ATandT AdWorks
4.2.2 Case Study: Global advertising alliance by
Telefónica Digital and Pinsight Media+
4.3 Smart lifestyle services
4.3.1 Geolocation Services
4.3.2 The fusion of interactive transparent display and
augmented reality
4.3.3 Broadcast gaming
4.3.4 Where lays the real profit in mobile cloud? Thinking
beyond online storage
4.3.5 LTE broadcasting
4.4 M2M
4.4.1 Who can be an ideal M2M service provider?
4.4.1.1 Revenue relevance for M2M providers
4.4.1.2 The M2M business bottom line
4.4.2 Network dynamics and optimisation strategies
4.4.3 Case study: Vodafone's project Spring
4.4.3.1 Vodafone building on enterprise service
architecture
4.4.3.2 Industrial scale enterprise platform with mobile core
4.4.4 M2M market, 2014-2020
4.5 Leveraging cloud for enterprise
4.5.1 Service differentiation via cloud
4.5.2 Case study: Microsoft's enterprise cloud strategy
4.5.3 Cloud providers' revenue potential, 2014-2020
4.6 Security management for enterprises
4.6.1 Why telcos must explore enterprise security market?
4.6.2 Designing enterprise security management Portfolio
5 Profitable industry verticals: Roadmaps for B2B collaboration, strategic investments, and quick revenues
5.1 Healthcare/ Life sciences
5.1.1 Opportunities in healthcare sector for mobile
operators
5.1.2 Pros and cons of healthcare industry for telecom
players
5.1.3 Current status of telecoms in healthcare industry
5.1.4 Telecom services portfolio in healthcare: Spotting
revenue opportunity
5.1.5 Case study: Telus health investments and revenues
5.1.6 Telecoms growth forecasts in healthcare industry,
2014 - 2020
5.2 Financial services part 1: Banking and payments
5.2.1 The changing landscape in mobile banking
5.2.1.1 Telcos entering into the mainstream banking
5.2.1.2 Payment banking services to drive significant
revenues for telcos
5.2.1.3 Mobile money is not just for the unbanked
5.2.2 Case study: Rogers Communications' credit card
business
5.2.3 Case study: Strategic evaluation of T-Mobile's
Mobile Money
5.2.3.1 Who are the target segments for T-Mobile's Mobile
Money service?
5.2.3.2 The business model
5.2.3.3 Restrictions and limitations
5.2.4 Case study: Safaricom's M-Pesa - A tunnel view on
unique success factors
5.2.4.1 The investment
5.2.4.2 The return on investment (RoI)
5.2.4.3 Service innovation
5.2.4.4 M-Pesa business model
5.2.5 Case study: Mobile marketing and wallet platform
Weve
5.2.6 Banking and payments market forecasts, 2014 -
2020
5.3 Financial services part 2: Mobile microinsurance
(MMI)
5.3.1 Why mobile microinsurance is an increasingly
attractive opportunity for MNOs?
5.3.2 Which are the ideal markets for mobile
microinsurance products and why?
5.3.3 Designing mobile microinsurance products for
quick uptake
5.3.4 Case study: Airtel's FBN Padi4Life
5.3.5 The business model for mobile insurance
5.3.6 Insurance telematics/ usage-based insurance (UBI)
5.3.7 Case study: Tesco Bank Box insurance
5.3.8 Case study: Tigo Kiiray
5.3.9 Microinsurance market forecasts, 2014 - 2020
5.4 Retail
5.4.1 Retail majors are leveraging telecom to streamline
their supply chain
5.4.2 Case study: O2 retail sector portfolio
5.4.3 Case study: Smart Steps - The first product of
Telefonica Digital Dynamic Insights
5.4.4 Retail sector market forecasts, 2014 - 2020
5.5 Automotive, transportation and logistics
5.5.1 Connected car and associated telematics
5.5.2 Asset tracking and fleet management
5.5.3 Case Study: TomTom fleet management
5.5.4 Automotive, transportation and logistics market
potential
5.5.4.1 Connected car market, 2014 - 2020
5.5.4.2 Asset tracking and fleet management market, 2014 -
2020
5.6 Energy: Utility management, smart grid, and smart
metering
5.6.1 Case study: Singapore's Smart Nation Platform (SNP)
5.6.1.1 Singapore's Smart Nation Platform (SNP) working
model
5.6.2 Electric vehicle charging industry
5.6.2.1 Chargestorm payment solution for electric vehicle
charging
5.6.3 Case study: Vodafone's solar charging solutions for
mobile phones
5.6.4 Case study: BT's SmartReach
5.6.5 Case study: Magyar Telecom
5.6.6 Energy sector market potential and forecasts, 2014 -
2020
5.7 Entertainment and media
5.7.1 Case study: Verizon Digital Media Services (VDMS)
5.7.1.1 VDMS restructuring
5.7.1.2 VDMS' tailored solutions for media and entertainment
industry
5.7.2 Entertainment and media market potential for
telecoms
5.8 Home automation, security and surveillance
5.8.1 Case study: China Telecom's “MegaEyes” network
video surveillance service
5.8.2 Case study: ATandT digital life, home security and
automation service
5.8.3 Home automation, security and surveillance
market forecasts, 2014 - 2020
5.9 Manufacturing
5.9.1 Benefits and issues of mobile in manufacturing
5.9.2 Mobile and lean manufacturing
5.9.3 Inventory optimisation
5.9.4 Cost-effective material tracking
5.9.5 Workforce tracking
5.9.6 Integrated communication for mobile sales force
5.9.7 Fleet management
5.9.8 Manufacturing sector market forecasts, 2014 - 2020
5.10 Agriculture
5.10.1 Market potential for agriculture mobile-VAS
5.10.2 Case study: Tata's mKrishi
5.10.2.1 mKrishi objectives
5.10.2.2 mKrishi product portfolio
5.10.2.3 Business advantages
5.10.2.4 mKrishi RoI
5.10.3 Case study: China Mobile's Nong Xin Tong
5.11 Government and public sector
5.11.1 Key telecom segments in government and public
sector
5.11.1.1 Citizen services and social development
5.11.1.2 Emergency response
5.11.1.3 Critical infrastructure protection
5.11.1.4 Border and area security
5.11.1.5 Disaster management
5.11.1.6 Public safety LTE
5.11.1.6.1 Public safety user needs
5.11.1.6.2 Fast, reliable mobile broadband
5.12 Education industry
5.12.1 Global mobile education trials
5.12.2 Catalysts of global mobile education market
5.12.3 Hot markets for mobile education investment
5.12.4 Mobile education ecosystem
5.12.5 Case study: Blackboard Mobile Central
5.12.6 Case study: Barnes and Noble
5.12.7 Mobile education market forecasts, 2014 - 2020
6 Prominent conclusions and recommendations
6.1 Opportunities and challenges
6.1.1 Europe
6.1.1.1 4G adoption on the rise
6.1.1.2 OTT players affecting MNOs' voice/ messaging
revenue
6.1.1.3 Insufficient data revenue
6.1.1.4 Finland: A case worth mentioning
6.1.2 North America
6.1.2.1 Rethinking business
6.1.2.2 Discovery driven planning and value creation
6.1.3 Latin America
6.1.3.1 High taxation impacting mobile users and operators
6.1.3.2 Voice services reaching saturation
6.1.3.3 Declining ARPUs, low consumer spend and limited
customer base
6.1.3.4 OTT players started intensifying market competition
6.1.4 Asia-Pacific
6.1.4.1 Competition driving down the prices, profit margins
and RoIs
6.1.4.2 Skyrocketing data traffic affecting QoS
6.1.4.3 Early launches of NGNs: A Case of Too Much, Too
Soon
6.1.4.4 The Indian telecom market: Are telcos ready to
encash the big billion opportunity?
6.1.4.5 Fastest 4G/ hi-speed internet developing rural
economies
6.1.5 Middle East
6.1.5.1 Political instability
6.1.5.2 Competition resulting in price wars, declining ARPUs
and voice revenues
6.1.6 Africa
6.1.6.1 ARPUs nose-diving across the region
6.1.6.2 Burden of overheads
6.1.6.3 Disappointing RoI
6.2 The MNO advantage
6.3 No matter what you offer - Devices/ services/
software - today's telco market needs DISRUPTIVE
INNOVATION!
6.4 Operators must fortify their position in the broader
ecosystem
6.5 Harmonise all the possible (digital and non-digital)
touchpoints
6.6 Explore indirect pricing strategies to offer valueadded
services at low cost
6.7 Recognise the unrelated competition as early as
possible and integrate/ partner for greater shared
profit

LIST OF FIGURES
Figure 1-1 Shift in telecom market leadership and competition
Figure 2-1 Global Voice and Messaging Revenues Lost to OTT
applications (In US$ Billion), 2014-2020
Figure 2-2 Global Voice Revenue (In US$ Billion), 2012-2014
Figure 2-3 Global Voice Revenue by Region (In US$ Billion),
2012-2014
Figure 2-4 Global SMS Revenue (In US$ Billion), 2012-2014
Figure 2-5 Global SMS Revenue by Region (In US$ Billion), 2012-
2014
Figure 3-1 Tango Subscribers (In Million), October 2010, June
2011, September 2012, November 2012, and March
2014
Figure 3-2 KDDI ARPU Growth (In JPY), Q3 2009 - Q2 2011
Figure 3-3 Hike App Downloads (In million), February 2013, April
2013, February 2014, June 2014 and August 2014
Figure 3-4 Enterprise mobility market revenue (in US$ billion),
2014 - 2020
Figure 3-5 Enterprise mobility market revenue by region (in US$
million), 2014 - 2020
Figure 3-6 Virgin Mobile, UK subscriber growth 2000 - 2007
Figure 4-1 Average number of apps installed on a smartphone
in the US, 2011 and 2012
Figure 4-2 Average number of apps used on a smartphone in
the US, 2012 and 2014
Figure 4-3 US mobile App vs. TV consumption per day (In
minute), Q2 2013, Q2 2014, and Q2 2015
Figure 4-4 Global mobile app revenue forecast (In US$ billion),
2014 - 2020
Figure 4-5 Global M2M connections (in billion), 2014-2020
Figure 4-6 Global M2M revenues (in US$ billion), 2014-2020
Figure 4-7 5 Reasons businesses use the cloud
Figure 4-8 Global public cloud services market (In US$ billion),
2014-2020
Figure 5-1 Telecommunications service portfolio for healthcare
Industry
Figure 5-2 Global mHealth revenue (in US$ billion), 2014 - 2020
Figure 5-3 mHealth revenue by region (in %), 2020
Figure 5-4 mHealth revenue by stakeholders (MNOs, device
vendors, healthcare providers, content providers/
application developers) (in %), 2020
Figure 5-5 mHealth revenue by various categories (in %), 2020
Figure 5-6 Global mHealth app users (in million), 2014-2020
Figure 5-7 Safaricom's revenue (in Kshs billion), FY 2009-FY 2014
Figure 5-8 Safaricom's revenue break-up (in %), FY 2009-FY2014
Figure 5-9 Total customers vs. M-Pesa vs. data (in million), FY
2011-FY2014
Figure 5-10 M-Pesa vs. data customers (as % of total customers),
FY 2011-FY2014
Figure 5-11 Financial services outlets in Kenya, 2009
Figure 5-12 Weve value chain
Figure 5-13 Global mPayment users (in million), 2014 - 2020
Figure 5-14 mPayment users by region (in million), 2014 - 2020
Figure 5-15 North America mPayment users (in million), 2014 -
2020
Figure 5-16 Latin America mPayment users (in million), 2014 -
2020
Figure 5-17 Europe mPayment users (in million), 2014 - 2020
Figure 5-18 Asia Pacific mPayment users (in million), 2014 - 2020
Figure 5-19 Africa mPayment users (in million), 2014 - 2020
Figure 5-20 Middle East mPayment users (in million), 2014 - 2020
Figure 5-21 Global mPayment revenue (in US$ billion), 2014 -
2020
Figure 5-22 mPayment revenue by region (in US$ billion), 2014 -
2020
Figure 5-23 North America mPayment revenue (in US$ billion),
2014 - 2020
Figure 5-24 Latin America mPayment revenue (in US$ billion),
2014 - 2020
Figure 5-25 Europe mPayment revenue (in US$ billion), 2014 -
2020
Figure 5-26 Asia Pacific mPayment revenue (in US$ billion), 2014 -
2020
Figure 5-27 Africa mPayment revenue (in US$ billion), 2014 - 2020
Figure 5-28 Middle East mPayment revenue (in US$ billion), 2014 -
2020
Figure 5-29 Global NFC mPayment forecast (in US$ billion), 2014 -
2020
Figure 5-30 Global mobile banking users (in million), 2014 - 2020
Figure 5-31 North America mobile banking users (in million), 2014
- 2020
Figure 5-32 Latin America mobile banking users (in million), 2014
- 2020
Figure 5-33 Europe mobile banking users (in million), 2014 - 2020
Figure 5-34 Asia Pacific mobile banking users (in million), 2014 -
2020
Figure 5-35 Africa mobile banking users (in million), 2014 - 2020
Figure 5-36 Middle East mobile banking users (in million), 2014 -
2020
Figure 5-37 Insured population vis-a-vis MNO consumer
segmentation
Figure 5-38 Key features of Airtel Nigeria microinsurance
product: Padi4Life
Figure 5-39 Insurance telematics workflow
Figure 5-40 Global microinsurance users (in million), 2007-2013
Figure 5-41 Global microinsurance users forecasts (in million),
2014-2020
Figure 5-42 Global cellular M2M connections in retail industry (in
million), 2014 - 2020
Figure 5-43 Cellular M2M connections in retail industry by region
(in million), 2014 - 2020
Figure 5-44 TomTom Business Solutions installed base - Active
subscriptions (in thousands), 2006-2014
Figure 5-45 Global connected car telematics revenue (in US$
billion), 2014-2020
Figure 5-46 Global connected car telematics revenue by
segment (in US$ million), 2014-2020
Figure 5-47 Global connected car shipment (in million), 2014-
2020
Figure 5-48 Global connected car shipment by technology (in
million), 2014-2020
Figure 5-49 Global asset tracking and fleet management market
revenue (in US$ billion), 2014- 2020
Figure 5-50 Asset tracking and fleet management market revenue
by region (in US$ billion), 2014-2020
Figure 5-51 Singapore's Smart Nation Platform (SNP) model
Figure 5-52 Energy value chain of electric vehicle charging
industry
Figure 5-53 Magyar Telecom revenue breakdown (in HUF
million), 2012 and 2013
Figure 5-54 Telekom Hungary revenue breakdown (in HUF
million), 2012 and 2013
Figure 5-55 Magyar Telecom revenue breakdown (in HUF
million), 2012 and 2013
Figure 5-56 Magyar Telecom revenue from energy services (in
HUF million), 2012 and 2013
Figure 5-57 M2M connections in utilities sector (in billion), 2014-
2020
Figure 5-58 Global M2M connections in utilities sector by region
(in million), 2014-2020
Figure 5-59 Global M2M connections in utilities sector by type (in
billion), 2014-2020
Figure 5-60 Smart meter's share of utilities M2M connection,
2014-2020
Figure 5-61 Global media and entertainment revenue - Digital vs.
non-digital (in US$ billion), 2014-2020
Figure 5-62 Global media and entertainment revenue - Digital vs.
non-digital (in %), 2014-2020
Figure 5-63 Global home automation market revenue (in US$
billion), 2014-2020
Figure 5-64 Home automation market revenue by region (in US$
million), 2014-2020
Figure 5-65 Global video surveillance market revenue (in US$
billion), 2014-2020
Figure 5-66 Video surveillance market revenue by region (in US$
million), 2014-2020
Figure 5-67 Global telecom revenue from manufacturing
industry (in US$ billion), 2014-2020
Figure 5-68 M2M revenue from manufacturing industry by region
(in US$ million), 2014-2020
Figure 5-69 mKrishi value chain
Figure 5-70 Mobile education ecosystem
Figure 5-71 Global mobile education market revenue (in US$
billion), 2014-2020
Figure 5-72 Mobile education market revenue by region (in US$
million), 2014-2020

LIST OF TABLES
Table 2-1 Global OTT messaging growth of selected players
Table 3-1 Enterprise mobility market revenue by region (in US$
million), 2014 - 2020
Table 3-2 Virgin Media value proposition
Table 3-3 Ortel Mobile value proposition
Table 3-4 Free calls from Ortel Mobile to Ortel Mobile
Table 4-1 4G Mobile cloud offerings
Table 5-1 Application of telecommunications in healthcare
industry
Table 5-2 Telus health quick facts
Table 5-3 Telus health product portfolio
Table 5-4 Global mHealth revenue (in US$ billion, CAGR %),
2014 - 2020
Table 5-5 mHealth revenue by region (in US$ billion), 2020
Table 5-6 mHealth revenue by stakeholders (MNOs, device
vendors, healthcare providers, content providers/
application developers) (in US$ billion), 2020
Table 5-7 mHealth revenue by various categories (in US$
billion), 2020
Table 5-8 Key features of T-Mobile's Mobile Money service
Table 5-9 Safaricom's revenue (in Kshs billion), FY 2009-FY 2014
Table 5-10 Fast forward - Mobile marketing and wallet platform
Weve
Table 5-11 mPayment revenue by region (in US$ billion), 2014 -
2020
Table 5-12 Tesco Bank Box insurance
Table 5-13 Key features of Tigo Kiiray
Table 5-14 O2, Ireland retail sector solutions
Table 5-15 TomTom Telematics revenue (in € million), Q3 2013 and
Q3 2014
Table 5-16 Global connected car telematics revenue by
segment (in US$ billion), 2014-2020
Table 5-17 Global connected car shipment by technology (in
million), 2014-2020
Table 5-18 Magyar Telecom revenue from energy services (in
HUF million), 2012 and 2013
Table 5-19 KPI information on Magyar Telecom energy services
in Hungary
Table 5-20 Global M2M connections in utilities sector by type (in
million), 2014-2020
Table 5-21 ATandT smart security product portfolio
Table 5-22 Home automation market revenue by region (in US$
million), 2014-2020
Table 5-23 Video surveillance market revenue by region (in US$
million), 2014-2020
Table 5-24 Mobile application in manufacturing
Table 5-25 M2M revenue from manufacturing industry by region
(in US$ million), 2014-2020
Table 5-26 Application of mobile phones in agriculture
Table 5-27 mKrishi key facts
Table 5-28 Global mobile education trials
Table 5-29 Blackboard's mobile education business model
Table 5-30 Barnes and Noble's mobile education business
model
Table 5-31 Mobile education market revenue by region (in US$
million), 2014-2020

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