Telco Business Future Proofing Framework by Researchica 2018 to 2025

Telco Business Future-Proofing Framework 2018-2025

Publish Date: 3Q 2018 | Code: 4853 | File Format: PDF & Interactive Excel

Telco Business Future Proofing Framework by Researchica (2018-2025) will help service providers future proof their existence 2018 onwards. The Research takes into perspective more than 1800 initiatives which various players across the globe are taking, ranging from new business investments, use of disruptive technologies, network optimisation strategies, and 5G, and more  in their quests for profitability & relevancy during 2018 to 2025

Telco Business Future-Proofing Framework 2018-2025
Telco-Business-Future-Proofing-Framework

Features

Let’s start with an alarming finding of this Research –

30-50% of Telcos would go out of business by 2020.”

And, the trend has already started. Growing influence of connectivity across almost every industry, things, and services is greatly disrupting the telecom industry value chain. Although connectivity is playing crucial role in today’s hyper- connected world, the more valuable roles are being played by players like cloud, analytics, and security providers. The scenario is changing at a rapid pace and Telcos face many challenges in monetisation despite emergence of enormous opportunities.

David Brown, Senior analyst at Researchica said, “Telecom is the only industry where volumes (connected human, animals, machines, and things) are growing at 30–50% a year, but revenues are continuously shrinking.”

He further added, “The situation is going to be even worse in the coming years. While there will be more than US$ 2,000 billion investment by Telcos in the coming years, the RoI is highly questionable the way Telcos are currently planning to monetise. Telcos need to realise that investments alone do not lead to increased profitability.” David suggested, “The fate of Telcos will totally depend upon the choices they make today, and the tough decisions they take today. And, I mean ‘really tough’ decisions because their existence is in danger for sure.”

In order to grab the upcoming opportunities, overturn declining revenue trends, and offer new services profitably, telcos must reinvent themselves much more rapidly. Their current business model is not at all relevant now, they need a framework to future proof their business and RoI – a complete overhaul of operational procedures, network planning, business strategy, target markets/ customers, and portfolios.

Many CEOs may not agree with our highly alarming opening statement, but that is inevitable. The real disruption is going to happen after 2020-21; once IoT gets more prevalence than today; automated systems starts transforming businesses, societies, and governments at least 20 to 30 times more than today; nontraditional businesses with totally new offerings (across consumer, enterprise, industrial, and other segments) with highly appealing value proposition starts coming at a rapid pace from nowhere. Do you think Telcos have really something to lead, compete, bargain, and monetise (profitably) in the changed scenario? Accept it, with current business model, Telcos will not be able to monetise their investments anymore.

Researchica’s another alarming finding – “Highly profitable Telcos would be offering both voice and data “almost free” across consumer segment by 2025.”

This research Report analyses four aspects vis-à-vis Telco Future Business Framework that cover the following: 

Aspect I of this Research provides an analytical overview of the major ongoing changes in telecom industry driven by the rise of emerging technologies, and highly disruptive new breed of players.

Aspect II connects these changes to areas of business model innovation, providing enough background on future business framework.

Aspect III reviews the impact of new business models and possible future scenarios on the telecom value chain, describing the roles successful Telcos will play beyond 2020-21 (across consumer, enterprise, and key industry verticals).

Aspect IV turns finally to the core questions of the research, asking where the opportunity is. Who are the new revenue generating customers of future? What are the products and services? What are the expected growth rates? What incentives will motivate Telcos to pursue those new avenues? And, how visionary Telcos are managing this transformation while balancing short-term and long-term financial goals?

 

Glimpse of Findings

  • Smaller players would not be able to create balance between long-term and short term financial goals. Consequently, 30-50% of Telcos would go out of business by 2020.

  • IoT will create huge revenue opportunity by 2025, but more than 90% Telcos are not prepared to monetise.

  • 75% of the CEOs are extremely worried about strong competitors coming out of nowhere.

  • Highly profitable Telcos would be offering both voice and data “almost free” across consumer segment by 2025.

  • Strong culture resistance will limit many big players to change.

  • Telcos with startup like approach will be able to capture high growth opportunities in the beginning.

Questions Answered by the Report

  • What are the most significant challenges facing the telecom industry?
  • Which types of businesses are most likely to disrupt the telco market in the future?
  • What will be the new sources of revenue?
  • Where is the telecom industry heading? Who are the new customers, and what are the range of services?
  • How aggressive players are reinventing themselves for the future? What are their objectives?
  • What should be the strategic priorities for Telcos to future proof their business?

Companies Mentioned in the Report

AT&T, Verizon, Airtel, Deutsche Telekom, Reliance Jio, Maxis, Orange, Safaricom, SK Telecom, Telefonica, Telenor, TomTom, SingTel, Magyar Telecom, Telekom Hungary, Telus, Tesco Bank, O2, Blackboard, Barnes and Noble.

Table of Contents

ToCTelco Business Future Proofing Framework 2018-2025
1Introduction
1.1Objectives of the Study
1.2Scope of the Study
1.3Research Methodology
2Executive Summary
2.1Telco market drivers and emerging trends
2.2Top telco market developments of 2017-2018
2.3Reinventing the telecom business model
2.4Analyst Viewpoint
2.4.130-50%% Telcos would go out of business by 2020
2.4.2Successful Telcos will have extended B2B2C-ready business models
2.4.3Aggressive challengers and alternative carriers giving strong competition to Telcos
2.4.4Telcos need to transform themselves as innovative OTTs and startups
3Reinventing the Telco business model
3.1Overview
3.2Why is there need to reinvent Telco business model operations?
3.3Recent key business models and evolutions
3.4Trends impacting business models
3.5Revenue growth forecasts for core telecom vs. transformed telecom
3.6The road ahead for Telcos
3.6.1Cost cutting and reinvesting for growth
3.6.2Network optimisation & modernisation
3.6.3Orchestrating business model/ plan around game changing technologies
3.6.4Targeted strategic partnerships
3.6.5Strategic business diversification
4Telco network optimisation and modernisation strategies
4.1Introduction
4.2CapEx and OpEx optimisation
4.2.1Case Study: Bharti Airtel
4.3Modernising networks and improving capacity
4.3.1Case Study: Maxis Malaysia
4.4Case Study: Orange
4.5RAN Modernisation
4.6Ideal Approaches for NFV and SDN: conventional versus open source versus hybrid models
4.6.1Analysis of top ten NFV and SDN hybrid deployments
4.7New revenue opportunity using network analytics
4.8Predictive optimisation
4.9Role of key pre-5G technologies
5Designing business model around game changing technologies
5.1Introduction
5.2Impact of emerging technologies on Telco business
5.3Enablement of diverse use-cases
5.4Role of Telcos in offering/ supporting disruptive technologies
5.5Challenges faced by Telcos in leveraging new technologies and weaving business models around emerging tech
5.6Impact of new technologies on telecom operator’ business model Innovation
5.6.1Business Framework; – Telecom operator as connectivity provider’
5.6.2Business Framework; – “Partnership model”
5.6.3Business Framework;– Telco as a digital services provider”
5.7Quick overview of key technologies
5.7.1DaaS (Data as a Service)
5.7.2Video & Entertainment
5.7.3Mobile Financial Services
5.7.4Mobile Advertising
5.7.4.1Case Study: AT&T AdWorks
5.7.5LBS (Location-based Services)
5.7.6Geolocation Services
5.7.7Augmented Reality and Virtual Reality
5.7.8Broadcast Gaming
5.7.9Cloud Infrastructure
5.7.10Smart Building Technologies
5.7.11LTE Broadcast
5.7.12M2M and IoT
5.7.135G
5.7.14Blockchain
5.7.15Artificial Intelligence
5.8Case Study: SK Telecom’s SK Planet
5.9Case Study: Orange
5.10Case Study: Telefónica’’s Smart Steps program
6Strategic Partnerships and Business Diversification
6.1Introduction
6.1.1Pre-requisites of business diversification across verticals
6.1.2Building vertical-specific capabilities
6.1.3Thinking vertical and conforming to requirements
6.2Case Study: AT&T Foundry
6.3Case Study: Telefónica Digital
6.4Case Study: Telenor
6.5Case Study: Reliance Jio
6.6Case Study: Deutsche Telekom
6.7Opportunity analysis and vertical-centric Telco business frameworks
6.7.1Healthcare/ life sciences
6.7.2Financial Services
6.7.3Retail
6.7.4Automotive
6.7.5Supply Chain and Logistics
6.7.6Energy: Utility management, smart grid, and smart metering
6.7.7Entertainment and media
6.7.8Home automation, security and surveillance
6.7.9Manufacturing
6.7.10Agriculture
6.7.11Government and Public Sector
6.7.12Education
7Strategic guidelines for Telcos to survive and thrive beyond 2020
7.15G, IoT, and Cloud will completely change the scenario
7.2It’s imperative for Telcos to clearly define their role beyond 2020
7.3Build business framework, develop core competencies, and create differentiated value propositions
List of Figures
Figure 1Changes in Telco revenue, core services vs. new services (in US$ billion), 2018 – 2025
Figure 2Changes in EBITDA, core services vs. new services (in US$ billion), 2018 – 2025
Figure 3 Enterprise mobility market revenue (in US$ billion), 2018 – 2025
Figure 4 Enterprise mobility market revenue by region (in US$ million), 2018 – 2025
Figure 5 Global M2M connections (in billion), 2018 – 2025
Figure 6 Global M2M revenues (in US$ billion), 2018 – 2025
Figure 7Reasons businesses use the cloud
Figure 8 Global public cloud services market (In US$ billion), 2018 – 2025
Figure 9Operator Vs. whole industry service revenues 2018-2025
Figure 105G enabled industry digitalisation revenues for ICT Players, 2025
Figure 11Operator 5G market opportunity in key industries (In US$ billion) 2025
Figure 12MNO revenue growth opportunity for 5G industry digitalisation (In US$ billion) 2020 – 2025
Figure 13Worldwide 5G subscribers forecast (In million) 2020-2025
Figure 145G subscribers by region (In million) 2020 – 2025
Figure 15North America 5G subscribers (In million) 2020 – 2025
Figure 16Europe 5G subscribers (In million) 2020 – 2025
Figure 17Asia Pacific 5G subscribers (In million) 2020 – 2025
Figure 18Middle East 5G subscribers (In million) 2020 – 2025
Figure 19Africa 5G subscribers (In million) 2020 – 2025
Figure 20Latin America 5G subscribers (In million) 2020 – 2025
Figure 21Worldwide 5G Revenue Forecast (In million) 2020 – 2025
Figure 225G Revenue by Region (In million) 2020 – 2025
Figure 23Global Telco-IoT market (In US$ Million), 2018-2025
Figure 24Global IoT telecom services connectivity technology market (In US$ Million), 2018-2025
Figure 25Global IoT telecom services network management solution market (In US$ Million), 2018-2025
Figure 26 Global IoT telecom services market (In US$ Million), 2018-2025
Figure 27 Global IoT cellular network technology market (In US$ Million), 2018-2025
Figure 28 Global IoT LPWA and satellite technology market (In US$ Million), 2018-2025
Figure 29 Global IoT WLAN/ WPAN technology market (In US$ Million), 2018-2025
Figure 30Global IoT telecom services market by vertical (In US$ Million), 2018-2025
Figure 31Global IoT telecom services market for Automotive (In US$ Million), 2018-2025
Figure 32 Global IoT telecom Services Market for Supply Chain / Fleet Management (In US$ Million), 2018-2025
Figure 33Global IoT telecom services market for healthcare (In US$ Million), 2018-2025
Figure 34Global IoT telecom services market for agriculture (In US$ Million), 2018-2025
Figure 35Global IoT telecom services market for entertainment & media (In US$ Million), 2018-2025
Figure 36Global IoT telecom services market for industrial automation (In US$ Million), 2018-2025
Figure 37Global IoT telecom services market factory & warehouse (In US$ Million), 2018-2025
Figure 38Global IoT telecom services market for Oil and Gas (In US$ Million), 2018-2025
Figure 39Global IoT telecom services market for military & aerospace (In US$ Million), 2018-2025
Figure 40Telecommunications service portfolio for healthcare industry
Figure 41 Global mHealth revenue (in US$ billion), 2018 – 2025
Figure 42 mHealth revenue by region (in %), 2025
Figure 43 mHealth revenue by stakeholders (MNOs, device vendors, healthcare providers, content providers/application developers) (in %), 2025
Figure 44 mHealth revenue by various categories (in %), 2025
Figure 45 Global mHealth app users (in million), 2018 – 2025
Figure 46 Safaricom’s revenue (in Kshs billion), FY2014-FY2018
Figure 47 Safaricom’s revenue break-up (in %), FY 2014-FY2018
Figure 48 Total customers vs. M-Pesa vs. data (in million), FY2014-FY2018
Figure 49 M-Pesa vs. data customers (as % of total customers), FY2014-FY2018
Figure 50 Global mPayment users (in million), 2018 – 2025
Figure 51 mPayment users by region (in million), 2018 – 2025
Figure 52 North America mPayment users (in million), 2018 – 2025
Figure 53 Latin America mPayment users (in million), 2018 – 2025
Figure 54 Europe mPayment users (in million), 2018 – 2025
Figure 55 Asia Pacific mPayment users (in million), 2018 – 2025
Figure 56 Africa mPayment users (in million), 2018 – 2025
Figure 57 Middle East mPayment users (in million), 2018 – 2025
Figure 58 Global mPayment revenue (in US$ billion), 2018 – 2025
Figure 59 mPayment revenue by region (in US$ billion), 2018 – 2025
Figure 60 mPayment revenue by region (in US$ billion), 2018 – 2025
Figure 61 North America mPayment revenue (in US$ billion), 2018 – 2025
Figure 62 Latin America mPayment revenue (in US$ billion), 2018 – 2025
Figure 63 Europe mPayment revenue (in US$ billion), 2018 – 2025
Figure 64 Asia Pacific mPayment revenue (in US$ billion), 2018 – 2025
Figure 65 Africa mPayment revenue (in US$ billion), 2018 – 2025
Figure 66 Middle East mPayment revenue (in US$ billion), 2018 – 2025
Figure 67 Global NFC mPayment forecast (in US$ billion), 2018 – 2025
Figure 68 Global mobile banking users (in million), 2018 – 2025
Figure 69 North America mobile banking users (in million), 2018 – 2025
Figure 70 Latin America mobile banking users (in million), 2018 – 2025
Figure 71 Europe mobile banking users (in million), 2018 – 2025
Figure 72 Asia Pacific mobile banking users (in million), 2018 – 2025
Figure 73 Africa mobile banking users (in million), 2018 – 2025
Figure 74 Middle East mobile banking users (in million), 2018 – 2025
Figure 75Insured population vis-a-vis MNO consumer segmentation
Figure 76Key features of Airtel Nigeria microinsurance product
Figure 77Insurance telematics workflow
Figure 78 Global microinsurance users (in million), 2010-2017
Figure 79 Global microinsurance users forecasts (in million), 2018 – 2025
Figure 80 Global cellular M2M connections in retail industry (in million), 2018 – 2025
Figure 81 Cellular M2M connections in retail industry by region (in million), 2018 – 2025
Figure 82 TomTom Business Solutions installed base – Active subscriptions (in thousands), 2006-2018
Figure 83 Global connected car telematics revenue (in US$ billion), 2018 – 2025
Figure 84 Global connected car telematics revenue by segment (in US$ million), 2018 – 2025
Figure 85 Global connected car shipment (in million), 2014- 2020
Figure 86 Global connected car shipment by technology (in million), 2018 – 2025
Figure 87 Global asset tracking & fleet management market revenue (in US$ billion), 2018-2025
Figure 88 Asset tracking & fleet management market revenue by region (in US$ billion), 2018 – 2025
Figure 89Singapore’s Smart Nation Platform (SNP) model
Figure 90Energy value chain of electric vehicle charging industry
Figure 91 Magyar Telecom revenue breakdown (in HUF million), 2012 – 2017
Figure 92 Telekom Hungary revenue breakdown (in HUF million), 2012 – 2017
Figure 93 Magyar Telecom revenue breakdown (in HUF million), 2012 – 2017
Figure 94 Magyar Telecom revenue from energy services (in HUF million), 2012 – 2017
Figure 95 M2M connections in utilities sector (in billion), 2018-2025
Figure 96 Global M2M connections in utilities sector by region (in million), 2018 – 2025
Figure 97 Global M2M connections in utilities sector by type (in billion), 2018 – 2025
Figure 98 Smart meter’s share of utilities M2M connection, 2018 – 2025
Figure 99 Global media & entertainment revenue – Digital vs. non-digital (in US$ billion), 2018 – 2025
Figure 100 Global media & entertainment revenue – Digital vs. non-digital (in %), 2018 – 2025
Figure 101 Global home automation market revenue (in US$ billion), 2018 – 2025
Figure 102 Home automation market revenue by region (in US$ million), 2018 – 2025
Figure 103 Global video surveillance market revenue (in US$ billion), 2018 – 2025
Figure 104 Video surveillance market revenue by region (in US$ million), 2018 – 2025
Figure 105 Global telecom revenue from manufacturing industry (in US$ billion), 2018 – 2025
Figure 106 M2M revenue from manufacturing industry by region (in US$ million), 2018 – 2025
Figure 107mKrishi value chain
Figure 108Mobile education ecosystem
Figure 109 Global mobile education market revenue (in US$ billion), 2018 – 2025
Figure 110 Mobile education market revenue by region (in US$ million), 2018 – 2025
Figure 111 Mobile education market revenue by region (in US$ million), 2018 – 2025
List of Tables
Table 1 Enterprise mobility market revenue by region (in US$ million), 2018 – 2025
Table 2 Global public cloud services market by type (In US$ billion), 2018 – 2025
Table 34G Mobile cloud offerings
Table 4Global 5G Subscribers Forecasts (In million) 2020-2025
Table 55G Subscribers by Region (In million) 2020 – 2025
Table 6Global 5G Revenue Forecasts (In million) 2020 – 2025
Table 7 Global Telco-IoT Market (In US$ Million), 2018 – 2025
Table 8Application of telecommunications in healthcare industry
Table 9Telus health quick facts
Table 10Telus health product portfolio
Table 11 Global mHealth revenue (in US$ billion, CAGR %), 2018 – 2025
Table 12 mHealth revenue by region (in US$ billion), 2020
Table 13 mHealth revenue by stakeholders (MNOs, device vendors, healthcare providers, content providers/application developers) (in US$ billion), 2020
Table 14 mHealth revenue by various categories (in US$ billion), 2020
Table 15Key features of T-Mobile’s Mobile Money service
Table 16 Safaricom’s revenue (in Kshs billion), FY 2014-FY 2018
Table 17Tesco Bank Box insurance
Table 18Key features of Tigo Kiiray
Table 19 O2, Ireland retail sector solutions
Table 20 TomTom Telematics revenue (in € million), 2014 – 2018
Table 21 Global connected car telematics revenue by segment (in US$ billion), 2018 – 2025
Table 22 Global connected car shipment by technology (in million), 2018 – 2025
Table 23 Magyar Telecom revenue from energy services (in HUF million), 2012 – 2017
Table 24KPI information on Magyar Telecom energy services in Hungary
Table 25 Global M2M connections in utilities sector by type (in million), 2018 – 2025
Table 26AT&T smart security product portfolio
Table 27 Home automation market revenue by region (in US$ million), 2018 – 2025
Table 28 Video surveillance market revenue by region (in US$ million), 2018 – 2025
Table 29Mobile application in manufacturing
Table 30 M2M revenue from manufacturing industry by region (in US$ million), 2018 – 2025
Table 31Application of mobile phones in agriculture
Table 32mKrishi key facts
Table 33Global mobile education trials
Table 34Blackboard’s mobile education business model
Table 35Barnes and Noble’s mobile education business model
Table 36 Mobile education market revenue by region (in US$ million), 2018 – 2025

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