Analysys_Mason_M2M_IoT_operator_opportunities_Apr2016

M2M AND INTERNET OF
THINGS (IOT)
OPPORTUNITIES FOR TELECOMS OPERATORS

Contents
Introduction p 3
Operators’ strategies for IoT are guided by three main motives p 4
M2M is a USD8 billion opportunity in Asia–Pacific that is
attracting the interest of the region’s CSPs p 6
Recent IoT investments show telecoms operators
(gradually) moving up the value chain p 8
Telehealth remains a small but interesting vertical for
CSPs to target in the next 5 years p10
LPWA: Established operators need to rethink their strategy
or risk failure p12
Telecoms operators need to maintain relevance in
M2M/IoT by building on their strengths p14
Analysys Mason’s expertise in IoT and M2M p16
About Analysys Mason p18

Facing a relatively flat market for core
services, IoT and M2M is a rare bright
spot offering significant growth
potential and the opportunity to take a
role in new vertical markets, such as
automotive, healthcare and smart
cities. Operators though have many
challenges with IoT. Connectivity, the
entry point into IoT, is only one
component of a solution and one that
commands only a small share of
revenues. Operators are trying to
understand where and how to play a
role in IoT.
This brochure outlines some of our
thinking on these important topics,
and describes our past project
experience. Analysys Mason helps
clients in all geographies and parts of
the value chain to develop their
approach to IoT. Our assignments
range from rapid reviews of existing
plans to full strategy development.
The articles featured in the brochure
cover the following topics:
• Operators’ strategies for IoT are
guided by three main motives. We
provide an overview of three
motivations that are driving the
telecoms sector’s involvement in IoT.
• M2M is a USD8 billion opportunity in
Asia–Pacific that is attracting the
interest of the region’s CSPs. This
article explores the M2M market in
Asia–Pacific, and examines how
CSPs can pursue opportunities in a
variety of vertical markets.
• Recent IoT investments show
telecoms operators (gradually)
moving up the value chain. We
explore what IoT investments by
telecoms operators tell us about
their involvement in IoT.
• Telehealth remains a small but
interesting vertical for CSPs to
target in the next 5 years. This
article examines the telehealth
opportunity and the challenges for
CSPs entering the market.
• LPWA: Established operators need
to rethink their strategy or risk
failure. Operators also need to
defend their core connectivity role.
This article builds on Clayton
Christensen’s thinking on disruptive
technology to illustrate how
telecoms operators can use LPWA
technology to their advantage.
• Telecoms operators need to
maintain relevance in M2M/IoT by
building on their strengths. In this
piece, we look at how operators can
build on their own unique strengths
to maintain relevance in IoT.
We hope that you find these opinion
pieces and commentary of interest and
value. We welcome your feedback and
encourage you to contact the authors
directly if you would like to discuss any
of the points raised, or are looking to
understand how a specific issue or
trend will affect your business.
We look forward to working with you.
TOM REBBECK
Research Director
tom.rebbeck@analysysmason.com
Machine to machine (M2M) and the broader Internet
of Things (IoT) market represent a key opportunity
for telecoms operators.
Introduction
3

If claims for the Internet of Things (IoT)
are to be believed it will involve billions of
new connections,1
generate trillions of
dollars in economic value2
and have an
impact on every vertical market. Against
this expectation, telecoms operators
looking at their existing IoT-related
activities may feel underwhelmed.
Operators’ base of machine-to-machine
(M2M)/IoT-related connections is dwarfed
by their core business,3
and each M2M
SIM typically generates just a fraction of
the ARPU of a handset.
The IoT market is only just beginning to
emerge, and the telecoms industry (like
many other sectors) is just beginning to
understand how to address IoT. In this
article, we provide an overview of three
motives that are guiding the telecoms
sector’s involvement in IoT.
OFFERING MORE THAN CONNECTIVITY
IS LIKELY TO DILUTE MARGINS
An obvious ambition for an operator is to
earn a larger share of spend on IoT by
moving along the value chain. However, the
decision to provide more than connectivity
is not as straightforward as it may seem.
From estimates produced by Analysys
Mason (see Figure 1), operators may well
dilute their margins if they take on a wider
role in IoT, for example by providing a
complete solution that incorporates device,
application, service provision and
integration as well as connectivity.
If operators take up a different position in
the value chain they will also face new
competitors, from starts-ups to Internet
giants, against which they may have few
unique assets.5
All of this means that
operators are understandably cautious
when deciding where to invest in IoT.
Despite this caution, operators are
investing in IoT for three main reasons, as
outlined below. They are moving up the
value chain in all three cases, but they
are not necessarily doing this to create
incremental margin: their motivations are
often more closely tied to the core
connectivity business.
4
Operators’ strategies for IoT are
guided by three main motives
An obvious ambition for an operator is to earn a
larger share of spend on IoT by moving along the value
chain. However, the decision to provide more than
connectivity is not as straightforward as it may seem.
“
” TOM REBBECK
Research Director
An obvious ambition for an
operator is to earn a larger share of
spend on IoT by moving along the
value chain.
“
”
FIGURE 1: GENERIC VALUE CHAIN FOR IOT SERVICES, INCLUDING SHARE OF VALUE AND
TYPICAL EBIT MARGIN FOR EACH COMPONENT4
[SOURCE: ANALYSYS MASON, 2015]
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2012
1
Note: Singapore % of country total international internet bandwidth
2013 2014 2015E
GBPmillion
TV
Press
Radio
Cinema
Internet
150
200
250
300
nutesperday
Viewing minutes per day, UK (2014)
% of total daily minutes
David
Andrew
Tom
(37%)1 (28%) 1
Indonesia (18%)1
(58%)1 Hong Kong
Thailand
(26%)1
(16%)1
Bangladesh
Singapore
Malaysia
India
Connectivity
Description
Offer the
network for
transmission
of data from
IoT services
5–30% 5–20% 30–60% 20–30% <20%
~10% <5% 0–30% 0–10% 10%
Offer the
end-user
module,
with an
embedded
M2M chipset
Manage the
distribution,
supply chain,
fulfilment,
billing and
support
Provide system
integration
services
Design/
develop
systems
Provide the
actual
applications
that manage
the data
collected by
the device
Approximate
EBIT margin
Approximate
share of value
Device Application
Service
provision
Systems
integration
Traditional TV 81%
DVR 8%
Internet and
other 11%
100%

MOTIVE 1: USE IOT TO GENERATE NEW
CONNECTIVITY REVENUE, ESPECIALLY
IN AUTOMOTIVE
The connected-car market involves
millions of new mobile connections, each
of which could create demand for large
quantities of data, making it one of the
few M2M segments with high ARPUs.6
This makes it an attractive opportunity for
operators, purely on the grounds of
connectivity revenue. In Q3 2015 alone,
AT&T added more than 1 million new cars
to its network, taking the total to 5.8
million.7
By the end of 2020, Analysys
Mason expects that more than 250 million
passenger vehicles will have embedded
connectivity.8
Operators’ aim is to win new connectivity
contracts with car companies. They will
do this by competing on the usual
parameters (i.e. coverage and connectivity
price) but also by providing the
manufacturers with additional services
such as security, and even providing apps
from third parties, as AT&T is doing with
Drive. Operators may generate some
upside from these additional services, but
their central motivation is to win (and
defend) connectivity contracts, rather
than earn incremental revenue or margin.
MOTIVE 2: USE IOT TO SUPPORT AND
DEFEND EXISTING BUSINESS
The second motive for exploring IoT is to
protect existing connectivity revenue.
Smart-home services are one area that
operators like AT&T, Comcast, Deutsche
Telekom (DT) and others are
experimenting with. We do not believe
that the central motive is, or should be, to
generate significant incremental income
or margin from these propositions.9
However, by offering a smart-home
solution, an operator may be able to
defend its core broadband revenue,
protect against churn and help to justify
price increases.
MOTIVE 3: USE IOT TO ENTER NEW
VERTICAL MARKETS
In some sectors, potential connectivity
revenue alone is not enough to attract the
interest of operators. Consequently, they
are exploring ways to generate revenue
from deeper involvement in vertical
market solutions.
An example of this is healthcare. As
shown by Analysys Mason’s research,10
the volume of IoT connections from
healthcare will be low – even by 2020,
there will probably be fewer than 50
million health devices with a dedicated
connection, and the average volume of
data used by these devices will be
relatively low. Purely in terms of
connectivity revenue, healthcare does not
warrant investment. However, Telstra,
Telefónica, DT and others are attempting
to move up the value chain by offering a
platform of connectivity, hosting, security,
BSS and analytics that can be opened up
to healthcare companies. Most operators
are not providing end-to-end health
solutions, as this is typically left to
healthcare specialists. Instead, they are
trying to generate incremental revenue
on top of connectivity by building on
aspects where they already have scale.
WE EXPECT TELECOMS OPERATOR
THINKING ON IOT TO MATURE FURTHER
IN 2016
In 2016, we expect to see operators
mature in their thinking regarding which
aspects of IoT to address, and which to
leave alone. Connectivity is likely to
remain central to operator strategies,
either as the main focus (as with the
connected car) or as the entry point for
providing a complete solution (as in
healthcare). Despite their different
motives, operators are broadly following a
similar approach – by combining
connectivity and other core capabilities
(such as security and BSS) as part of a
platform which can be open to third
parties that can further enhance the
offering.11
Analysys Mason helps clients in all
geographies and parts of the value chain
to develop their approach to IoT. Our
assignments range from rapid reviews of
existing plans to full strategy
development.
5
1
For example, Huawei is predicting 100 billion
connected devices by 2025; see http://www.
huawei.com/minisite/gci/en/index.html.
2
For example, Cisco has predicted that USD14.4
trillion of value is at stake; see http://
internetofeverything.cisco.com/sites/default/files/
docs/en/ioe-value-index_FAQs.pdf.
3
Analysys Mason estimates that M2M accounted
for fewer than 4% of mobile connections
worldwide at the end of 2015, and just over 1% of
total connectivity revenue.
4
The value chain, share of value and EBIT margin
will all vary considerably by IoT service.
9
And, in any case, many of the underlying
solutions (such as locks, heating or security) will
be provided or supported by partners, which will
limit operators’ share of the revenue.
10
See The outlook for telehealth: opportunities for
CSPs, available at http://www.analysysmason.
com/Research/Content/Reports/telehealth-
opportunity-CSPs-Sep2015-RDME0/#07%20
September%202015.
11
For further discussion on how platforms can
form part of an operator’s approach to IoT and
M2M, see http://www.analysysmason.com/
Research/Content/Reports/M2M-IoT-operators-
approaches-May2015/#12%20May%202015.
5
For discussion of an operator assets in M2M and
IoT, see Operators’ strengths in M2M and IoT may
lie beyond ownership of network or spectrum
assets, at http://www.analysysmason.com/
About-Us/News/Insight/M2M-operator-strengths-
Nov2014/.
6
For example, Tesla’s over-the-air firmware
upgrades are typically multiple gigabytes in size.
7
See http://www.att.com/Investor/Earnings/3q15/
ib_final_3q15.pdf.
8
See http://www.analysysmason.com/Research/
Content/Reports/connected-cars-forecast-
Jun2014-RDME0/.
Questions?
Please feel free to contact
Tom Rebbeck, Research Director, at

Revenue from mobile M2M will grow by
an estimated USD8.0 billion during
2013–2019 in Asia–Pacific, and will help
to compensate for a decline in the
revenue generated by mobile voice,
mobile messaging, and fixed voice and
narrowband services, which will contract
by USD17.4 billion during the same
period (see Figure 1). This is one of the
key findings from our strategic report
M2M in Asia–Pacific: market
opportunities and challenges for CSPs,
which discusses the dynamic and diverse
M2M market in Asia–Pacific, and
examines how CSPs can pursue IoT and
M2M opportunities in a variety of vertical
markets. This article summarises some
of the headlines from this report.
M2M WILL ADD USD8 BILLION IN
CUMULATIVE SERVICE REVENUE TO
THE VALUE OF THE ASIA–PACIFIC
TELECOMS MARKET DURING 2013–2019
Revenue from mobile M2M will help to
compensate CSPs for a decline in the
revenue generated by mobile voice,
mobile messaging, and fixed voice and
narrowband services, which will contract
by USD17.4 billion during the same period.
In the developed Asia–Pacific region,
CSPs’ share of mobile M2M service
revenue will amount to USD2.0 billion
between 2013 and 2019
The number of cellular M2M device
connections in developed Asia–Pacific
(DVAP) will increase from 18.3 million in
2014 to 59.2 million in 2019, at a CAGR of
26.4%. The strong adoption of M2M in
DVAP is partly driven by the high cost of
labour, where the monthly average wage
is about 4.5 times higher than in
emerging Asia–Pacific (EMAP). The
business case for deploying an M2M
solution to improve the efficiency of
business processes is justified when the
cost of deploying an M2M solution is less
expensive than the equivalent cost of
manpower. It is easier for firms to make
an M2M business case in markets where
wages are higher – as they are in DVAP.
In the emerging Asia–Pacific region,
CSPs’ share of mobile M2M service
revenue will reach USD6.0 billion during
2013–2019
The number of cellular M2M device
connections in EMAP will increase from
63.1 million in 2014 to 250 million in 2019,
at a CAGR of 31.6%. Growth in the M2M
market in EMAP is largely driven by
China, while M2M adoption in other
countries in the region is slower.
Government led initiatives and policies
will drive the adoption of M2M in
countries like India and Indonesia.
2,9392,831
2,477
2,093
938
887
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Other broadcasters
and multichannel
Film / sport channels
PSBs (including
portfolio channels)
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2012 2013 2014 2015E
GBPmillion
TV
Press
Radio
Cinema
Internet
+9%
2013 2014
1000
10000
Kbps)
2G
3G
4G
Technology
76.5
21.7
20.1
9.0
8.0 1.8 3.6
12.0
122.0
0
20
40
60
80
100
120
140
Mobilehandsetdata
Fixedbroadband
andIPTV
Mobilebroadband
Business
networkservices
MobileM2M
Mobilevoice
Mobilemessaging
Fixedvoice
andnarrowband
Totalretail
Revenuegrowth(USDbillion)
M2M is a USD8 billion
opportunity in Asia–Pacific
that is attracting the
interest of the region’s CSPs
6
MORGAN MULLOOLY
AnalystM2M business is an attractive option for
communications service providers (CSPs) that
are aiming to develop new revenue streams
from the digital economy.
”
“
FIGURE 1: TELECOMS RETAIL REVENUE GROWTH BY SERVICE TYPE, ASIA–PACIFIC, 2013–2019

SEVERAL FACTORS HAVE ALIGNED TO
MAKE IT A SUITABLE TIME FOR CSPS IN
ASIA–PACIFIC TO DEVELOP AN M2M
LINE OF BUSINESS
Three of the factors that will drive the
adoption of M2M in Asia–Pacific are as
follows:
• In the private sector, the pursuit for a
competitive edge is driving companies
to invest in connected machinery,
equipment, products and services:
Companies in Asia–Pacific are
determined to remain competitive
within the worldwide economy, and
want to use M2M to add more features
and value to their offerings, rather than
simply as a means to compete on price.
To give just one example, Vodafone is
helping ICE – a Chinese cleaning
equipment company – to compete with
western market leaders, on more than
just price. M2M connectivity helps ICE
make its equipment smart and
connected, and helps ICE develop a
reputation for advanced high quality
machinery outside of its domestic
market.
• Many governmental agencies in
Asia–Pacific are promoting the
adoption of M2M: Many Asia–Pacific
countries, including China, India,
Malaysia and Singapore, have
formulated national M2M policies and
policy roadmaps to promote M2M
deployment to improve the lives of
citizens in their cities and to also boost
industrial activity.1
• Consumer demand for smart
connected products is rising:
Consumer demand for digital lifestyle
goods and services (such as connected
cars and smart homes) is increasing as
mobile broadband connectivity
becomes more ubiquitous in the region.
CSPS NEED TO UNDERSTAND MANY
CHALLENGES ASSOCIATED WITH
PROVIDING M2M SERVICES IN
ASIA–PACIFIC
Three challenges affecting the ability of
CSPs to provide M2M services in the
APAC region are:
• The regulations around M2M –
including roaming, taxation and data
usage – are prohibitive or unclear in
many countries: Regulators and
governments impose various conditions
on M2M service providers that relate to
roaming, customer data and
communications, taxation, lawful
interception, access to premises, and
other issues. Uncertainty over the
regulatory feasibility of deploying
telecoms and cloud-based services in a
given country can often lead to delays.
• Many CSPs do not have wide network
coverage, which is essential for some
M2M applications, such as asset
tracking: The breadth and quality of
cellular infrastructure varies
significantly by country in Asia–Pacific.
Satellite service providers such as
Iridium Communications and Orbcomm
are rapidly expanding their M2M
activities and are well placed to win
M2M contracts in the APAC M2M
market because they can boast
more-extensive geographical coverage
than mobile CSPs, which have mainly
focused on urban coverage –
particularly in EMAP.
• CSPs will need to be cautious when
choosing to partner with local or
worldwide players, judging each
opportunity on its own merits: Local
partner solutions are often very simple
and straightforward, but are still a good
fit for the local requirements. However,
in many countries in Asia–Pacific there
are only a few local partners in some
parts of the value chain, including
application service providers and
application enablement platforms
providers. Worldwide players’ solutions
generally have more-advanced
features, but end users in the local
market may not need them.
7
Questions?
Morgan Mullooly, Analyst, at
morgan.mullooly@analysysmason.com
1
For example see http://www.analysysmason.com/
Research/Content/Comments/M2M-roadmap-
India-Apr2015-RDME0-RDRP0/
The number of cellular M2M
device connections in developed
Asia–Pacific (DVAP) will increase
from 18.3 million in 2014 to
59.2 million in 2019, at a CAGR
of 26.4%.
“
”

TOM REBBECK
Research DirectorRecent investments by telecoms operators are
encouraging, but more are needed for operators
to make significant moves along the value chain.
8
Recent IoT investments
show telecoms operators
(gradually) moving up the
value chain
”
“
In mid-2014, when Analysys Mason
reviewed more than 100 Internet of
Things (IoT) investments and M&A deals,
only 5 of these involved telecoms
operators (and 4 of these were Vodafone
investments). At the time, we discussed
the gap between telecoms operators’
stated ambition to move up the value
chain and their actions (or lack of them).
In 2015, however, the picture is changing.
In the first half of 2015 alone, at least
eight telecoms operators have made one
or more investments in an IoT company
(with notable activity summarised in the
table below). So, what do the latest
investments tell us about telecoms
operators’ involvement in IoT?
• Telecoms operators are cautiously
exploring a different role in the value
chain. Investments in SIGFOX look like
defensive moves by telecoms operators
trying to shore up future connectivity
revenue. All other investments (and
arguably even the SIGFOX deal) look
like an attempt to branch out from
commodity connectivity revenues.
• There is still no standard approach for
telecoms operators in IoT or digital
economy initiatives. The investments
made by telecoms operators are hard
to classify, with no obvious common
theme emerging. Investments have
been made in horizontal capabilities
(e.g. investments in Actility and
Springworks are essentially about
gaining capabilities that can be applied
to multiple vertical markets).
Investments by Telstra (in health),
Orange (in fleet management) and

before them by Vodafone and Verizon
(in automotive) illustrate the diversity of
opinion over what position to take in the
value chain, or which verticals to
focus on.
• Telecoms operators are still marginal
players in IoT investment and M&A.
According to some estimates, over

USD10 billion has been invested in IoT
companies or acquisitions in 2015
(though some of these estimates
include deals in which IoT was only a
small part). Telecoms operator
investment in IoT over the same period
was well under USD100 million. Only
Vodafone, Verizon and Telstra have
made significant bets on IoT.
KPN, Orange,
Swisscom
Telstra
Orange
Telefónica,
NTT DoCoMo,
SK Telecom
TeliaSonera
Actility
Anywhere
Healthcare
Ocean
SIGFOX
Springworks
USD25 million funding
round1
Acquisition of unit by
Telstra. No pricing
information provided3
Acquisition by Orange4
USD115 million funding
round5
Equity investment (with
TeliaSonera reportedly
taking a 30% stake). No
pricing information
provided6
Actility is developing a
platform of services
around the LoRa
low-power wide area
networking technology2
Videoconference
platform for remote
healthcare. Telstra has
made at least seven
investments in health
companies, spending
over USD100 million
Fleet management
company with over 2000
clients
The telecoms operators
invested alongside other
industrial and pure
financial investors
Springworks has
developed interfaces for
IoT and has an IoT data
analytics platform
Telecoms
operator
investor(s)
Target Investment
details
Notes
FIGURE 1: NOTABLE M2M AND IOT INVESTMENTS BY TELECOMS OPERATORS IN 2015

The absence of more significant
investment in IoT from telecoms
operators is due to various reasons.
For example:
• Many telecoms operators lack a clear
vision for their role in IoT. As we said in
a recent paper, many telecoms
operators still appear to be taking a
tactical and ad-hoc approach to M2M
and IoT.
• In comparison to the core business of
basic voice, data and messaging, IoT
and M2M are still relatively small. Few
operators earn more than 5% of their
total revenue from IoT and M2M
services. As a result, IoT and M2M
teams may have little management
attention and access to only limited
resources.
• As well as the obvious financial cost,
M&A and investment activities are
time consuming and can be a
distraction from operators’ day-to-day
business.
• Operators have been unsuccessful at
M&A in the past and want to avoid
repeating their mistakes. Although
successful M&A activity between
telecoms operators is relatively
common, many of them have a poor
track record of purchasing or investing
in non-network companies.
The extent of telecoms operators’
involvement in IoT cannot be judged
purely on the basis of their M&A or
investment activity: other activity, such as
partnerships and internal developments,
also need to be considered. However, with
the exception of a handful of telecoms
operators, the lack of investment activity
indicates an unwillingness to commit to
strategies that generate more than
connectivity revenues. The recent
investments by telecoms operators are
encouraging indications, but more are
needed for operators to make significant
moves along the value chain.
Analysys Mason is active in IoT and in
providing transaction support. As well as
working on more than 20 IoT projects for
clients in the past year, we also publish
research as part of our IoT and M2M
Solutions programme. During the past
five years we have worked on more than
200 due diligence assignments across the
telecoms, media and technology (TMT)
sectors.
9
In the first half of 2015 alone, at
least eight telecoms operators have
made one or more investments in an
IoT company.
“
”
1
See http://www.thingpark.com/en/news/
internet-things-specialist-actility-announces-25-
million-funding-round-led-ginko-ventures-kpn-0
2
See http://lora-alliance.org/What-Is-LoRa/
Technology for more information on the LoRa
Alliance and technology.
3
See http://www.telstra.com.au/aboutus/media/
media-releases/telstra-health-secures-operation-
of-medibanks-anywhere-healthcare.xml
6
See http://www.teliasonera.com/en/newsroom/
news/2015/teliasonera-invests-in-renowned-
swedish-iot-firm-springworks-/
4
See http://www.orange.com/en/press/
Press-releases/press-releases-2015/
Orange-Business-Services-acquires-Ocean-to-
strengthen-its-vehicle-fleet-management-
activities
5
See http://www.businesswire.com/news/
home/20150211005248/en/SIGFOX-Global-Leader-
Internet-Connectivity-Secures-Record#.
VYvZLvlViko
Questions?

10
MICHELE MACKENZIE
Principal AnalystThe telehealth market, long identified as a
significant opportunity for communications service
providers (CSPs), has been slow to gain traction.
Telehealth remains a small
but interesting vertical for
CSPs to target in the next
5 years
“
”The technical capabilities to support the
telehealth market have long been in
place, but regulatory concerns, coupled
with supply-side issues such as business
models, have restricted market growth.
Most early movers have struggled to build
and scale their telehealth offerings
beyond the pilot phase. We estimate that
there were only around 0.7 million remote
patient monitoring connections globally in
2013, a small fraction of the total 500
million machine-to-machine (M2M)
connections. To stimulate market growth,
CSPs will need to invest in platforms to
support telehealth services, make
long-term commitments and prepare for
long-term returns. The rest of this article
examines the persistent barriers to CSPs
entering the market, and the opportunity
that telehealth may present for CSPs in
the long term.
NEAR TERM BARRIERS TO TELEHEALTH
ADOPTION REMAIN
The traditional healthcare market has
provided significant communications and
IT services opportunities for CSPs. Some
CSPs, such as Orange and Deutsche
Telekom, have been very successful in
targeting this vertical. However,
telehealth applications face new
challenges, few of which are technical.
CSPs face a fragmented demand-side
healthcare market, and the key
challenges impacting telehealth
adoption are:
• Funding and reimbursement:
healthcare systems tend to be
decentralised and fragmented, often
making it difficult to source funding
for telehealth delivery models. In
addition, healthcare providers may
not be reimbursed by insurers or
payers for telehealth services
because medical procedures outside
of healthcare facilities are not always
formally recognised.
• Scale: it has been difficult to scale
products and solutions for a number
of reasons. For example, each
healthcare authority has different
requirements with regard to medical
devices, most of which operate
proprietary interfaces and can be
costly to integrate. There are few
proof points of large-scale
deployments of remote patient
monitoring, making it difficult to
prove the business case.
• Regulation: there is stringent,
well-established regulation around
medical devices in most markets, but
new delivery mechanisms require
new regulation. The regulation
governing patient data is also a
major concern, specifically how to
protect it in a more open market
where data is shared with application
providers.
All of these factors have served to create
market uncertainty, making it difficult for
providers to formulate a telehealth
strategy.
CSPS ENTERING THE TELEHEALTH
MARKET WILL NEED TO FORMULATE A
LONG-TERM STRATEGY
Governments and healthcare
stakeholders are seeking to transform
the healthcare sector in many developed
markets to curb the spiralling costs of
provision. The sector recognises that
telehealth applications have the potential
to address some of the weaknesses in the
current approach to delivering healthcare
services and introduce more sustainable
delivery models, but these changes will
take many years to happen: CSPs
entering the healthcare sector will need
to plan for the long term.

11
PLATFORM SERVICE PROVIDER
• Connectivity plus value add
• Technical and commercial value add
• B2B and B2C
• High risk, high visibility
• Healthcare provider?
ENABLER PLATFORM PROVIDER
• Connectivity management plus some
value add, such as data, BSS
• Own solution or partner
• Low to medium risk
• Some joint marketing
•
•
•
•
CONNECTIVITY PROVIDER
Connectivity
Low Risk
Low visibility role
Customer market the service
FIGURE 1: CSP ROLES IN THE TELEHEALTH VALUE CHAIN
CSPs may adopt different strategies for
different applications or customer
groups. Telehealth is a highly complex
market and to move up the value chain
requires significant long-term
investment. Forging relationships in the
complex and fragmented ecosystem is
not easy and CSPs will need to develop
strategic partnerships for capabilities
such as devices, systems integration and
medical expertise. There are three main
routes to market which are illustrated in
Figure 1, and which are discussed in
more detail below:
• Connectivity provider: this is a
low-risk, but low-visibility (and
lower-value) role in the value chain,
and is subject to fierce competition
and low returns. Connection volumes
are not sufficient to generate large
revenues, hence connectivity is a
low-value opportunity in healthcare.
However, it also requires low
investment and may scale for certain
target customer groups such as the
pharmaceutical market.
• Enabler platform provider: this
is a low-to-medium risk role and
requires more investment with
regard to leveraging platform
capabilities such as data storage and
business support systems (BSS) as
well as partnership building. It is an
attractive role for CSPs as it
generates higher value, but will also
be subject to intense competition.
Maxis Malaysia has adopted this
strategy for its remote patient
monitoring service. Maxis Malaysia
has adopted this strategy for its
remote patient monitoring service.
• Platform service provider: this role
involves significant long-term
investment and will most likely
require senior-level backing. CSPs
will need to consider partnerships
and acquisitions to bring services to
market. They will adopt a more
holistic approach to providing a
platform of technical and
commercial capabilities to support
the healthcare ecosystem. Operators
including Deutsche Telekom,
Telefónica and Telstra are moving
towards a platform service model.
The telehealth market is complex and
adoption is slow, and will likely remain a
niche M2M sector for the foreseeable
future. Any CSP entering the sector
should take a long-term view on strategy
and be prepared for some failures along
the way. Connectivity alone is not much
of an opportunity and success will
require investment and long-term
horizons.
CSPs that intend to play higher up the
telehealth value chain will need to
commit long term, invest significant
technological and commercial assets
and look for synergies across the
different application groups that they
provide. They should also consider
partnerships and acquisitions to bring
end-to-end services to market.
Questions?
Michele Mackenzie, Principal Analyst,
atmichele.mackenzie@analysysmason.com

TOM REBBECK
Research Director
LPWA: Established
operators need to
rethink their strategy
or risk failure
12
Operators need to accelerate their commitment
to LPWA and structure their organisations to match
the opportunity.
”
“
Low-power, wide-area (LPWA) networks
are a hot topic among telecoms
operators. All of the major established
telecoms operators are experimenting
with various forms of this new technology.
However, many of these efforts risk
failure, unless these operators take a new
approach. To benefit from this disruptive
technology, companies need to accelerate
commitments and structure their
organisation to match the opportunity.
This article builds on Clayton
Christensen’s thinking on disruptive
technology to illustrate how telecoms
operators can use LPWA technology to
their advantage.
THE INNOVATOR’S DILEMMA –
OPERATORS ARE SLOW TO COMMIT TO
LPWA BECAUSE THEY ARE UNCERTAIN
ABOUT ITS POTENTIAL
In his book, The Innovator’s Dilemma,
Clayton Christensen describes how new
technology has disrupted many industries
and established companies have failed to
react as ably as smaller start-up
companies.
The development of LPWA networks fits
many of the conditions described by
Christensen.
• “The larger and more successful a
company becomes, the weaker the
argument that emerging markets can
remain useful engines for growth”.1

LPWA could generate connectivity
revenue of just USD1 per connection
per year. This is likely to seem too
small to be worthwhile for telecoms
operators that earn billions of US

dollars in revenue per year from
existing business. Even if established
players launch LPWA, scepticism about
the market potential within the
business may undermine these efforts,
for example if the product development
or marketing support that it needs are
denied. The counter argument is that
LPWA networks may open entirely
different, new markets, which could
involve billions of devices. With the right
support, investing in LPWA could give
established players more options in
the future.
• “Incumbent firms are likely to lag in
the development of technologies that
only address customers’ needs in
emerging [opportunities]”. Again, this
can be applied to LPWA networks.
Operators have concentrated on
migrating to 4G, driven by the needs of
mobile handsets, while the demands
from new markets are given less
priority (see Figure 1).
• “The essence of the attacker’s
advantage is the ease with which
entrants, relative to incumbents, can
identify and make strategic
commitments”. For a smaller company,
like SIGFOX in France, exploiting a
disruptive technology is simpler than
for larger players, such as major
telecoms operators. Start-up
companies do not have revenue from a
legacy business and are therefore
excited about new revenue
opportunities, even if they are (initially
at least) relatively small. Perhaps more
importantly, start-up companies can
focus on what these new markets
require. They are not focused on
moving to the top right of Figure 1.
2,9392,831
2,477
2,093
938
887
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Other broadcasters
and multichannel
Film / sport channels
PSBs (including
portfolio channels)
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2012 2013 2014 2015E
GBPmillion
TV
Press
Radio
Cinema
Internet
+9%
2013 2014
1
10
100
1000
10000
2000 2002 2004 2006 2008 2010 2012 2014
Throughput(Kbps)
2G
3G
4G
LPWA
Voice
Basic web browsing
Streaming video
Basic IoT
Technology
Example uses
76.5
21.7
20.1
9.0
8.0 1.8 3.6
12.0
122.0
0
20
40
60
80
100
120
140
Mobilehandsetdata
Fixedbroadband
andIPTV
Mobilebroadband
Business
networkservices
MobileM2M
Mobilevoice
Mobilemessaging
Fixedvoice
andnarrowband
Totalretail
Revenuegrowth(USDbillion)
FIGURE 1: TYPICAL PERFORMANCE OF 2G, 3G, 4G AND LPWA RELATIVE TO EXAMPLE USES2,3

13
1
In this context, Christensen means ‘emerging
market’ in the sense of emerging opportunities,
not countries.
2
Note that the chart is illustrative. It is populated
with what we consider to be a reasonable estimate
of typical speeds and not actual data.
3
The basic design of this chart is based on that of
similar charts created by Christensen in his work
on disruptive innovation.
4
The only established operators to have launched
commercial networks that we are aware of are
Bouygues, KPN, Proximus, Tele2 (through AEREA
in the Netherlands) and Telkom SA (through
FastNet). Swisscom has launched a trial network
in a few cities.
5
This is not just an issue for telecoms operators.
SIGFOX licensees (such as Abertis in Spain and
Arqiva in the UK) are launching services from
within the parent organisation.
Questions?
Operators that are bold and
willing to support LPWA with
the requisite resources could find
themselves well positioned to
exploit this opportunity.
“
”
ESTABLISHED OPERATORS CAN MAKE
LPWA WORK IF THEY RESPOND
CORRECTLY
Christensen provides recommendations
for how established companies should
respond to new disruptive technologies.
Again, these can be applied to LPWA.
• “In disruptive technologies, there are
strong first-mover advantages”.
Christensen argues that when dealing
with disruptive technologies,
established players should not assume
that they will be able to catch up when
the new market has been proven. To
benefit from the disruptive technology,
the established player needs to be an
early adopter.
• “Match the size of the organisation to
the size of the market”. Christensen
advises companies to set up separate
divisions that will get excited about the
opportunity, rather than trying to chase
the opportunity using legacy structures.
A USD10 000 contract is small for an
established player, but a major contract
win for a start-up. Rather than launch
LPWA services as part of the core
enterprise team, operators should
consider creating a separate division or
company to pursue the opportunity.
• “The popular slogan ‘stay close to your
customers’ appears not always to be
robust advice”. Christensen suggests
that rather than focus on the needs of
current customers, who will probably
want more performance from existing
products, companies should search out
new opportunities from different types
of customers.
Few established telecoms operators are
following this advice in terms of their
approach to LPWA.4
Only a small number
are early adopters of LPWA. Of those that
have launched a network, only Telkom in
South Africa has placed it in a separate
division and its LoRa network is operated
by its FastNet division (a company of 200
people compared to 20 000 in the
parent).5
Many operators have separate
M2M teams, but these teams may not
have the required autonomy or
independence to build and exploit a new
type of network. Equally, most operators,
when faced with a choice between
meeting the needs of existing customers
or investing in LPWA, are choosing the
former (that is, most operators would
invest an additional EUR10 million in 4G
upgrades rather than LPWA).
The potential opportunity for LPWA is
huge and could be greater than
traditional cellular in terms of numbers
of connections. That said, it is emerging
new market that is full of uncertainty.
Operators that are bold and willing to
support LPWA with the requisite
resources could find themselves well
positioned to exploit this opportunity.
For other established players, making
a delayed commitment or making
LPWA fight against the core business
for resources, are likely to see their
efforts fail.

14
Telecoms operators need
to maintain relevance
in M2M/IoT by building
on their strengths
TOM REBBECK
Research DirectorOperators’ retail stores, 24/7 support capabilities
and ability to bill millions of customers may be more
valuable than network ownership in the IoT market.
”
“
Telecoms operators could find their role in
the Internet of Things (IoT) reduced to that
of a managed connectivity provider
because they lack expertise in the ‘things’
– that is, products. In this article, Tom
Rebbeck looks at how operators can fill
this knowledge gap and build on their own
unique strengths to maintain relevance
TELECOMS OPERATORS COULD BE
MARGINALISED IN THE IOT MARKET IF
THE ‘THINGS’ ARE MORE CRITICAL
THAN THE INTERNET
“What makes smart, connected products
fundamentally different is not the Internet,
but the changing nature of the ‘things,’”
claim Michael Porter and James E.
Heppelmann in a recent article for Harvard
Business Review (HBR).1
Telecoms
operators face a significant challenge if
the Internet of Things (IoT) is more about
the ‘thing’ than the Internet. They may
aspire to increase machine-to-machine
(M2M) and IoT revenue – particularly by
selling more than just connectivity – but
they know and understand the Internet,
and not ‘things’.
The risk for telecoms operators is that
companies with a background in ‘things’
will marginalise their role in the IoT market
to little more than the provision of
managed connectivity. They will be
competing with companies like PTC, whose
CEO co-authored the HBR article with
Porter. PTC develops product design and
product lifecycle software, and has spent
about USD300 million since 2013 acquiring
two IoT platform companies –Axeda and
ThingWorx. Other than Verizon, and
possibly Vodafone, no telecoms operator
has spent more on IoT acquisitions.
TO PLAY MORE THAN A PERIPHERAL
ROLE, OPERATORS NEED TO FOCUS ON
THEIR UNIQUE STRENGTHS
First and foremost, operators need to
decide and articulate what role they aim
to play in IoT. Many are unable to
articulate their aims in this market
clearly, other than the generic ambition of
increasing revenue. They have two broad
choices, outlined below. Operators should
be clear about which choice they have
selected and communicate this choice
clearly both to the market and internally.
• Become a ‘thing’ company, at least in
certain vertical markets: Operators
can opt to provide an end-to-end
solution to customers. For example,
they could provide a fleet tracking
solution that includes the device,
application, connectivity and ongoing
support for small and medium-sized
enterprises (SMEs) that run a small
vehicle fleet. The operator would need
to have specific knowledge of a vertical
– either internally (typically through
acquisitions, as Verizon and Vodafone
have done) or through a partner (as
Telefónica is doing for fleet
management with Geotab and Masternaut).
• Provide ‘horizontal’ solutions for IoT to
support a range of vertical markets:
Operators can provide the supporting
capabilities for IoT, such as offering an
application platform that can be applied
to multiple industrial sectors. For
example, the operator could provide the
tools with which a partner or reseller
could create a fleet tracking tool, but
the operator would not sell or support
this tool. Many operators are selling
managed connectivity as a horizontal
tool, but few are doing more than this
(few are providing application support,
for example). Again, this route can be
taken through partners – PTC is one of
several application platform providers2

– or through acquisition (Telenor
Connexion bought a small integrator,
iOWA, to build its horizontal capabilities).

Operators also need to invest in networks
that are fit for the IoT. Cellular operators
have focused on building networks for
smartphones – that is, devices that
demand ever higher bandwidths and
whose batteries can be recharged daily.
Many, if not most, IoT devices need only
very low-speed connections (1Kbps is
often acceptable), but need the battery to
last a year or more. Operators in all
countries (and not just developed
countries) should look at investing in
low-power, wide-area networks, such as
Sigfox, Semtech, Weightless or LTE-MTC,
that cater for the specific needs of IoT
devices.3
If they do not, operators risk
losing the connectivity revenue and, in so
doing, possibly lose the opportunity to
gain other IoT revenue.
Telecoms operators have extremely strong
assets beyond networks that can be
applied to M2M and IoT, as we argued in a
recent article.4
Few other organisations
can complete with a typical operator’s
networks of stores, 24/7 support
capabilities and the ability to bill millions
of customers. These assets may be more
valuable than network ownership because
many IoT devices need little more than a
Wi-Fi connection and no quality of service
guarantee for some IoT services.
Telecoms operators may not have the
same background expertise in products
as some other organisations involved in
IoT, but they can gain these capabilities
– either through partnership or
acquisition – and have other unique
strengths on which to build.
Analysys Mason has supported operator
clients on more than 20 M2M and IoT
projects in the past year, and publishes
research in its IoT and M2M Solutions
programme. Recent projects performed
by Analysys Mason include: helping an
operator in Asia to develop its strategy for
M2M by identifying the most attractive
vertical markets to approach and
identifying partners developing a model
for an M2M platform vendor to help
potential operator clients compare the
cost of buying its solution with that of
developing a platform internally.
15
1
Harvard Business School Publishing (Boston,
MA, 2014), See How Smart, Connected Products
Are Transforming Competition. Available at
https://hbr.org/2014/11/how-smart-connected-
products-are-transforming-competition.
2
Others include Bosch, Cumulocity, Digi and Xively
3
For more on LPWA, see Analysys Mason’s report
Low-powered wireless solutions have the potential
to increase the M2M market by over 3 billion
connections. Available at
www.analysysmason.com/LPWA-Sept2014.
Questions?
Operators also need to invest
in networks that are fit for the IoT.
Cellular operators have focused on
building networks for smartphones
– that is, devices that demand ever
higher bandwidths and whose
batteries can be recharged daily.
“
”

Our specialist consultants and analysts deliver maximum value to our clients, whatever their
challenge and wherever they are in the world
16
Analysys Mason’s expertise in IoT and M2M
Examples of
recent IoT and
M2M client
projects, by
geography
Conducted a study
on international
opportunities for a
European operator
Providedan assessment ofa
M2M market opportunity f
software vendor
Produced a report on the use of M2M in
the industrial sector for monitoring heavy
equipment and dispersedassets”
Published a report entitled “Leadershipand technology:
M2M insights for mobile networkoperators”
Developedforecasts of M2M device connections
and revenue for Brazil, the Caribbean, Latin
America andworldwide
Conducteda studyto
determinedemandfor a
satellite M2M product
and end-user
requirements for
hardware and software
Development of a cost–benefit
model for operators and enterprises
for Ericsson
Sized quick-win
opportunitiesin the
international M2M
market and helpedto
develop a long-term
M2M strategy fora
leading mobile operator
Overviewed fleet management
in five South-East Asian
countries
operator,delivered a
report onsaleschannel
for M2M/IoTservices
and the role ofEuropean
mobilevirtual network
operators (MVNOs)
For amajor regional operator,conducted
a workshop to assist with IoT and M2M
strategy
For an operator client,
developeda list of over 100
potential partners, with key
information for each[e.g.
details of existing contracts
and partnerships]
Countries of IoT and M2M projects
Countriesof other projects IoT/M2M client country
for a
rator
g heavy
nology:
n
Con
dete
tware
Size
oppo
erator
For
a wo
cted
M2M
ope
t
etwork
Os)ss
For
dev
tracts
Deve
mod prises
Ove
in fi
gement
360°
perspective,
working
with operators,
vendors and
regulators
*over the past three years
UNIQUE
INSIGHT
ON IoT
ISSUES
More than
30* IoT
assignments
in over 30
countries
Global
specialists
with local
knowledge
Excellent
business-
planning
expertise
Unparalleled
policy and
regulatory
expertise and
reputation
Range of
techniques to
answer clients’
questions
We are world-leading IoT
specialists, with extensive
thought leadership on
the topic
We combine global reach
and knowledge of IoT
issues with local in-depth
understanding of specific
markets, both developed
and developing
Past IoT projects have
used scenario planning,
workshops, consumer
research and expert
interviews to answer
client questions
We learn by working on IoT issues from
different yet interrelated perspectives,
making sure that we provide value to
any type of client
Our world-class experience
of business planning in both
IoT and telecoms enables us
to assess the emerging
opportunities
We carry out over 100 regulatory projects
a year, and have an in-depth understand-
ing of IoT and related telecoms policy and
regulatory environments
Our expertise in IoT is built on projects performed in multiple regions
Examples of recent IoT and M2M client projects, by geography
OPERATORS
VENDORS
REGULATORS
AND
INDUSTRY
BODIES
• Operator clients in all regions
• Operators of all types
– mobile, fixed and integrated operators
– single country, regional and global operators
• Ericsson
• Amdocs
• A global IoT platform vendor
• A global networking equipment vendor
• A development authority in South-East Asia
• A western european regulator
• GSMA
CLIENT
TYPE
Examples of clients we have worked with
examples of recent iot and m2m client projects by client type
APPROACHES
TO ADDRESS
CLIENTS’
CHALLENGES
Business case
modelling
Market
sizing and
forecasting
Go-to-market
strategies
Strategy
sessions
Benchmarking
and competitive
analysis
White
papers
Total cost of ownership (TCO)
model for Ericsson’s
connectivity platform Review ofinternational
opportunities by
application area
Assessment of M2M
resellers and MVNOs
Report on OSS/BSS
requirements for IoT
Assessment of low power,
wide area (LPWA) market
opportunity
Quantitative analysis of
the embedded mobile
(M2M) market
Review of permanent
roaming and data
sovereignty legislation
Review of national
opportunities by
application area
Report on policy
implications of IoT for a
European regulator
Examples of recent IoT and M2M client projects, by value chain element
Sales
channelDeviceNetwork Application
Billing and
support
Regulation
Countries of IoT and M2M projects Countries of other projects IoT/M2M client country
Assessed the regulatory implications and
regulatory feasibility for the implementation of a
new M2M service in a dozen countries
For a European operator, conducted a
market assessment of a new type of
sensor network
Supported a leading mobile operator in developing
its strategy for IoT and M2M services
For a Japanese operator,
delivered a report on sales
channel for M2M/IoT services
and the role of European
mobile virtual network
operators (MVNOs)
Overviewed fleet management in
five South-East Asian countries
For a major regional operator,
conducted a workshop to assist with
IoT and M2M strategy
developed a list of over 100
information for each [e.g.
and partnerships]
Conducted a study on
international
opportunities for a
European operator
Provided an assessment of an
M2M market opportunity for a
software vendor
equipment and dispersed assets”
Published a report entitled “Leadership and
technology: M2M insights for mobile
network operators”
Developed forecasts of M2M device
connections and revenue for Brazil, the
Caribbean, Latin America and worldwide
Conducted a study to
determine demand for a
satellite M2M product and
end-user requirements for
for Ericsson
Sized quick-win opportunities
in the international M2M
market and helped to
develop a long-term M2M
strategy for a leading mobile
operator

We have performed projects addressing all parts of the value chain
17
We have a 360-degree perspective on IoT having
worked with operators, vendors and regulators
We follow a wide range of approaches in our
projects, tailored to our clients’ needs
OPERATORS
VENDORS
REGULATORS
AND
INDUSTRY
BODIES
• Ericsson
• Amdocs
• GSMA
CLIENT
TYPE
APPROACHES
TO ADDRESS
CLIENTS’
CHALLENGES
Business case
modelling
Market
sizing and
forecasting
Go-to-market
strategies
Strategy
sessions
Benchmarking
and competitive
analysis
White
papers
opportunities by
application area
Assessment of M2M
resellers and MVNOs
Report on OSS/BSS
Assessment of low power,
wide area (LPWA) market
opportunity
Quantitative analysis of
the embedded mobile
(M2M) market
Review of permanent
roaming and data
sovereignty legislation
Review of national
opportunities by
application area
Report on policy
implications of IoT for a
European regulator
Sales
channelDeviceNetwork Application
Billing and
support
Regulation
Examples of
recent IoT and
M2M client
projects, by
geography
Assessedthe regulatory implications and
regulatory feasibility for the implementation
of a new M2M service in a dozen countries
Conducted a study
on international
opportunities for a
European operator
Providedan assessment ofa
M2M market opportunity f
software vendor
equipment and dispersedassets”
Published a report entitled “Leadershipand technology:
M2M insights for mobile networkoperators”
Developedforecasts of M2M device connections
and revenue for Brazil, the Caribbean, Latin
America andworldwide
Conducteda studyto
determinedemandfor a
satellite M2M product
and end-user
requirements for
for Ericsson
Sized quick-win
opportunitiesin the
international M2M
market and helpedto
develop a long-term
M2M strategy fora
leading mobile operator
Supporteda leading mobile
operator in developing its strategy
for IoT and M2M services
For a European operator, conducted
a market assessment of a new type
of sensor network
Overviewed fleet management
in five South-East Asian
countries
For a Japanese
operator,delivered a
report onsaleschannel
for M2M/IoTservices
and the role ofEuropean
mobilevirtual network
operators (MVNOs)
For amajor regional operator,conducted
a workshop to assist with IoT and M2M
strategy
developeda list of over 100
information for each[e.g.
and partnerships]
Countries of IoT and M2M projects
Countriesof other projects IoT/M2M client country
entation
ntries
for a
rator
g heavy
nology:
n
w type
For
a m
Con
dete
tware
Size
oppo
erator
For
a wo
cted
M2M
Sup
ope trategy
For
ope
t
etwork
Os)ss
For
dev
tracts
Deve
mod prises
Ove
in fi
gement
360°
perspective,
working
with operators,
vendors and
regulators
UNIQUE
INSIGHT
ON IoT
ISSUES
More than
30* IoT
assignments
in over 30
countries
Global
specialists
with local
knowledge
Excellent
business-
planning
Range of
techniques to
answer clients’
We are world-leading IoT
specialists, with extensive
thought leadership on
the topic
We combine global reach
and knowledge of IoT
issues with local in-depth
understanding of specific
markets, both developed
and developing
Past IoT projects have
used scenario planning,
workshops, consumer
research and expert
We learn by working on IoT issues from
different yet interrelated perspectives,
making sure that we provide value to
any type of client
Our world-class experience
of business planning in both
IoT and telecoms enables us
to assess the emerging
OPERATORS
VENDORS
REGULATORS
AND
INDUSTRY
BODIES
• Ericsson
• Amdocs
• GSMA
CLIENT
TYPE
APPROACHES
TO ADDRESS
CLIENTS’
CHALLENGES
Business case
modelling
Market
sizing and
forecasting
Go-to-market
strategies
Strategy
sessions
Benchmarking
and competitive
analysis
White
papers
opportunities by
application area
Assessment of M2M
resellers and MVNOs
Report on OSS/BSS
Review of national
opportunities by
application area
Sales
DeviceNetwork Application
Billing and
OPERATORS
VENDORS
REGULATORS
AND
INDUSTRY
BODIES
• Ericsson
• Amdocs
• GSMA
CLIENT
TYPE
APPROACHES
TO ADDRESS
CLIENTS’
CHALLENGES
Business case
modelling
Market
sizing and
forecasting
Go-to-market
strategies
Strategy
sessions
Benchmarking
and competitive
analysis
White
papers
opportunities by
application area
Assessment of M2M
resellers and MVNOs
Report on OSS/BSS
Review of national
opportunities by
application area
Sales
DeviceNetwork Application
Billing and

18
Analysys Mason is the global specialist adviser on telecoms, media and technology (TMT). Since 1985, Analysys Mason has played an
influential role in key industry milestones and helping clients through major shifts in the market. We continue to be at the forefront of
developments in the digital economy and are advising clients on new business strategies to address disruptive technologies.
See what clients have to say about working with us: www.analysysmason.com/client-testimonials
ABOUT OUR SERVICES
At Analysys Mason, we understand that clients in the TMT industry operate in dynamic markets where change is constant. Our
consulting and research has helped shape clients’ understanding of the future so they can thrive in these demanding conditions.
CONSULTING
• We deliver tangible benefits to clients
across the TMT industry: operators,
vendors, governments, regulators,
service and content providers, financial
institutions and private equities etc.
• Our sector specialists understand the
distinct territorial challenges facing
clients, in addition to the wider effects
of global forces.
• We are future-focused and help clients
understand the challenges and
opportunities new technology brings.
RESEARCH
• Our dedicated team of analysts track
and forecast the different services
accessed by consumers and enterprises.
• We also offer detailed insight into the
software, infrastructure and technology
delivering those services.
• Clients benefit from regular and timely
intelligence, and direct access to analysts.
TMT INDUSTRY
DYNAMICS
Maximising
operational
efficency
Reducing churn
and aquiring
customers
on
Positioning
for the digital
economy
Monetising
data services
Regulation
and policy
Consumer and
SME services
Digital
economy
Regional
markets
Network
technologies
Telecoms
software
Performance
Improvement
Transaction
support
Strategy and
planning
RESEARCH
CONSULTING
CUSTOMRESE
ARCH
About Analysys Mason
“
Analysys Mason is the global specialist adviser on telecoms,
media and technology (TMT). Since 1985, Analysys Mason
has played an influential role in key industry milestones and
helping clients through major shifts in the market. We continue
to be at the forefront of developments in the digital economy
and are advising clients on new business strategies to address
disruptive technologies.
”

You can stay connected by following Analysys Mason
on twitter, LinkedIn, YouTube or sign up to our RSS feed.
@AnalysysMason
linkedin.com/company/analysys-mason
youtube.com/AnalysysMason
analysysmason.com/RSS/
Stay connected

Analysys_Mason_M2M_IoT_operator_opportunities_Apr2016

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