Syndicated Research



              Telco B2B2C VAS opportunity sizing
Bottom-up approach to ‘$125bn’ telecoms opportunit...
2009 Telco2.0 study provided top-down view of the VAS opportunity




                      Total Market: $125 Billion
   ...
There is a need for a syndicated study
• 2009 Telco2.0 study on The $125Bn „Two-Sided‟ Telecoms Market Opportunity provide...
Bottom-up market sizing modelling

• Framing the opportunity – Vocabulary, syntax and grammar of B2B2C VAS business
  • De...
Structure

                                                                            • North America and
               ...
Opportunity areas – to be reviewed and finalised
1.    Marketing & advertising: retail goods (consumer and SME)
2.    Mark...
Process overview

                               Opportunity
      Project scope                                          ...
Two main deliverables
•     Full report with break-down of opportunity areas
    • Opportunity sizing: implications for te...
Benefits to syndicated sponsorship

• Spread the cost of undertaking the study
• Have a direct say in the study scope and ...
Timeline, costs & Next steps

 • Scoping conversations with potential sponsors: Feb 2010
 • Finalise scope and deliverable...
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Defining the Telco 2.0 Ecosystems

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An overview of the project to define the ecosystems around the defined Telco 2.0 service applications.

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Defining the Telco 2.0 Ecosystems

  1. 1. Syndicated Research Telco B2B2C VAS opportunity sizing Bottom-up approach to ‘$125bn’ telecoms opportunity Philip Laidler philip.laidler@stlpartners.com www.Telco2.com
  2. 2. 2009 Telco2.0 study provided top-down view of the VAS opportunity Total Market: $125 Billion © STL Limited • Proprietary and Confidential -6-
  3. 3. There is a need for a syndicated study • 2009 Telco2.0 study on The $125Bn „Two-Sided‟ Telecoms Market Opportunity provided a top-down market sizing: Strong basis for supporting strategic decision-making • Many operators are now looking to execute. For this, they need: • Detailed business cases to justify investment • Use cases, data model, processes and commercials required to engage upstream partners and internal functions What will services look like and how will they be charged for? • Some B2B2C VAS could be made up of many simple transactions in the form: API x $/dip x usage • Some B2B2C VAS could be a transaction commission only (with other APIs free) • Some could be a service platform with any number pricing schemes (including charging a 4th party) • Problem is complex, large, “wide-open” and requires building consensus on vision • Multi-client study provides engagement and shares cost of the exercise © STL Limited • Proprietary and Confidential -8-
  4. 4. Bottom-up market sizing modelling • Framing the opportunity – Vocabulary, syntax and grammar of B2B2C VAS business • Defining 3 „typical‟ business models for each opportunity area • Characterising and describing the key business model options and associated ecosystems • “Work up” from specific opportunity areas (generally an intersection of horizontal and vertical) and aggregate these up to 90% of the $125bn figure • Partner strategy and business model • API charges • Platform access • Transaction cost/share of revenue • Volumes & pricing of transactions/usage © STL Limited • Proprietary and Confidential -9-
  5. 5. Structure • North America and Western Europe Advertising Advertising • “Potential opportunity” Advertising Advertising Advertising Advertising for 2017 Advertising Advertising Advertising Advertising Advertising • Business models will not be strictly comparable, as some will create more value than others Business Business Business • Different models will Model A Model B Model C “co-exist” but have different value for telco and varying “share” of opportunity © STL Limited • Proprietary and Confidential - 10 -
  6. 6. Opportunity areas – to be reviewed and finalised 1. Marketing & advertising: retail goods (consumer and SME) 2. Marketing & advertising: retail services (consumer and SME) 3. Identity, authentication & security: services and digital media 4. Identity, authentication & security: public sector (consumer and SME) 5. Sales and payments: services, public sector & digital media 6. Offline fulfilment: public sector 7. Customer care: retail goods 8. Business & market intelligence (aggregate data) 9. Public policy, safety & transport (aggregate data) 10. M2M VAS © STL Limited • Proprietary and Confidential - 11 -
  7. 7. Process overview Opportunity Project scope Straw man areas refine finalised business models definitions Revised Upstream Business model opportunity research & refinement areas sector interviews Modelling Modelling, Final report and (W.Europe & specific model N.America) geographies © STL Limited • Proprietary and Confidential - 12 -
  8. 8. Two main deliverables • Full report with break-down of opportunity areas • Opportunity sizing: implications for telco industry • Review of each opportunity area: • Findings and conclusions • Description of 3 business models used: rationale, assumptions and supporting analysis • Write-up of upstream research and interviews • Spreadsheet for North America and Western Europe • Sponsor-specific report (contents and index confidential) • Broad implications and next steps for sponsor • Specific location-single opportunity-business model run: Findings and implications for sponsor © STL Limited • Proprietary and Confidential - 13 -
  9. 9. Benefits to syndicated sponsorship • Spread the cost of undertaking the study • Have a direct say in the study scope and the format of output • Ensure that forecasts are relevant and can be readily used for: • Internal business cases • Upstream partner discussions • Participate directly (and anonymously) in contributing to the vocabulary and framework adopted in the study © STL Limited • Proprietary and Confidential - 14 -
  10. 10. Timeline, costs & Next steps • Scoping conversations with potential sponsors: Feb 2010 • Finalise scope and deliverables: March 2010 • Secure (between 4 and 7) sponsors: April 2010 • Undertake study: May-Sept 2010 • Estimated cost per sponsor = £40k • Understand sponsors‟ objectives in more detail and align deliverables • Finalise scope, cost and terms * Final cost will depend on agreed scope and number of sponsors © STL Limited • Proprietary and Confidential - 15 -

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