As over-the-top (OTT) companies like Netflix, Skype, and Google encroach on the telecom industry, operators need to find ways to counter the threat. That means leveraging their distinct assets and capabilities: their ubiquitous fixed and wireless networks, their millions of customers, and the data, logistics, and other services they can offer.
2015 Global Telco Innovation Targets from TC3 2014 Telecom Council
What types of companies are the world’s top telcos looking to partner with? This year’s TC3 service provider keynote presenters told the 400+ executive attendees more about their external innovation focuses for 2015 – they highlighted their innovation programs throughout the ecosystem, opened the door to discuss opportunities for their larger vendor partners, and met entrepreneurs and developers who had potential value to contribute to their networks.
A look at the disruption in the Telecommunications industry by multiple startups. Covering the conditions that created the opportunity for new entrants, their common traits, and the take aways for entrepreneurs.
Telcom Industry Review and Future of Telcom Providers - Telco 2015IBMTelecom
How will the Telcom industry evolve over the next five years? Will telcom providers strategies be proactive or protective? Our research suggests four plausible scenarios and the events that would signal their unfolding. More important, we outline the characteristics of companies most likely to succeed in each of these possible futures.
Author:
Guilherme Lopasso
Over-the-top (OTT) services are those delivered to the customers over the internet and not usually provided directly by the telecom operator. Services such as searching tools provided by Google or webmail provided by Microsoft Hotmail are examples of OTT.
OTT services became a concern to telecom operators when they started to compete directly with services traditionally offered by telcos: voice, messaging and pay TV. For example, Skype, which now belongs to Microsoft, was founded in 2003 and has currently achieved 250 million active users per month, who talk 100 minutes on average, avoiding the use of traditional telephony. As Skype became a telco competitor on voice, several new OTT service providers have entered as substitutes to traditional telecom services.
2015 Global Telco Innovation Targets from TC3 2014 Telecom Council
What types of companies are the world’s top telcos looking to partner with? This year’s TC3 service provider keynote presenters told the 400+ executive attendees more about their external innovation focuses for 2015 – they highlighted their innovation programs throughout the ecosystem, opened the door to discuss opportunities for their larger vendor partners, and met entrepreneurs and developers who had potential value to contribute to their networks.
A look at the disruption in the Telecommunications industry by multiple startups. Covering the conditions that created the opportunity for new entrants, their common traits, and the take aways for entrepreneurs.
Telcom Industry Review and Future of Telcom Providers - Telco 2015IBMTelecom
How will the Telcom industry evolve over the next five years? Will telcom providers strategies be proactive or protective? Our research suggests four plausible scenarios and the events that would signal their unfolding. More important, we outline the characteristics of companies most likely to succeed in each of these possible futures.
Author:
Guilherme Lopasso
Over-the-top (OTT) services are those delivered to the customers over the internet and not usually provided directly by the telecom operator. Services such as searching tools provided by Google or webmail provided by Microsoft Hotmail are examples of OTT.
OTT services became a concern to telecom operators when they started to compete directly with services traditionally offered by telcos: voice, messaging and pay TV. For example, Skype, which now belongs to Microsoft, was founded in 2003 and has currently achieved 250 million active users per month, who talk 100 minutes on average, avoiding the use of traditional telephony. As Skype became a telco competitor on voice, several new OTT service providers have entered as substitutes to traditional telecom services.
Straight from the CMO: Marketing perspectives on an industry in transitionEricsson Latin America
Talking about the shift from voice-centric to data-centric models in telecommunications
Author: Marcel Noordman, Mobile Broadband Engagement Manager, Ericsson Latin America and Caribbean
As the telecommunication industry moves from a voice-centric to a data-centric model, operators are adapting all aspects of their business to address the new opportunities. In our interviews with 18 marketing and strategy executives, we found their main challenges centered on sustaining profitable growth, redefining value, delivering customer experience, innovating, competing successfully, and aligning their internal organizations and cultures. Operators who can make this voice-centric to data-centric transition successfully show a superior financial performance compared to their peers in the market.
The Telco Innovation Toolbox: Economic Models for Managing Disruption and Rei...Ericsson Russia
Как операторам справится со стремительно меняющимся рынком и усиливающимся влиянием OTT игроков?
В отчете: составляющие успешной экосистемы; асиметричная конкуренция с OTT; во что обойдется ожидание развития событий; методы планирования работы в условиях неопределенности; API как канал дистрибуции; API как способ построения экосистемы вокруг традиционных операторских сервисов;
/Подготовлено Vision Mobile совместно с Ericsson/
I'd appreciate if you leave a comment on the slideshow. You are free to use to use the information as long as you mention the source although I would not be able to share the originals with you since it is not under my ownership alone.
Detecon Workshop - Telco and OTT PartnershipsAdrian Hall
Innovation in the field of ICT products and services is significantly changing human communication behaviour and drives data usage on both fixed and mobile networks.
Check the infographic on our blog: http://www.euroitgroup.com/telecom-2020-infographic/
The telecom industry will continue to play a central role in addressing a whole range of social, economic challenges or issues. “By working together, the mobile industry is truly connecting everyone and everything to a better future. That must be at the forefront in everything we do role of mobile technology in improving tomorrow’s society”.
Mobile Operators' Strategies and Financials in the 4th Revenue Growth CurveAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Operators' Strategies and Financials.
This presentation includes topics such as:
Implications of the 4th wave
Opportunities in the 4th Curve
Opportunities beyond Voice and Data
Case Studied for Revenues from new businesses
4th Curve Application Areas
The four revenue growth curves
Mobile Operator Strategy in the 4th Curve
The Impact of 4th Curve on Operator Financials
ICT and Digital Media Industry
Profitability of business segments
Global Mobile Industry Profit Share
Wireless providers will need to adjust their strategies to accelerate innovation, cement customer relationships and improve operational efficiency to maintain revenue and profit growth.
The life of a new communications service provider, TADSummit, Roy Timor, Frin...Alan Quayle
The life of a new communications service provider, TADSummit, Roy Timor, Fring Kandy. 12-13 November 2014 Istanbul, Turkey.
Create agile offerings
Work within existing frameworks
On demand creation
Shared Risk & Reward
Leading telco taps into digital opportunities through capgemini research and ...Capgemini
When a leading Telco wanted to enhance its digital presence,
aiming to grow its user base and significantly increase
digital revenues, it turned to long-term partner Capgemini. Read how they did it.
Straight from the CMO: Marketing perspectives on an industry in transitionEricsson Latin America
Talking about the shift from voice-centric to data-centric models in telecommunications
Author: Marcel Noordman, Mobile Broadband Engagement Manager, Ericsson Latin America and Caribbean
As the telecommunication industry moves from a voice-centric to a data-centric model, operators are adapting all aspects of their business to address the new opportunities. In our interviews with 18 marketing and strategy executives, we found their main challenges centered on sustaining profitable growth, redefining value, delivering customer experience, innovating, competing successfully, and aligning their internal organizations and cultures. Operators who can make this voice-centric to data-centric transition successfully show a superior financial performance compared to their peers in the market.
The Telco Innovation Toolbox: Economic Models for Managing Disruption and Rei...Ericsson Russia
Как операторам справится со стремительно меняющимся рынком и усиливающимся влиянием OTT игроков?
В отчете: составляющие успешной экосистемы; асиметричная конкуренция с OTT; во что обойдется ожидание развития событий; методы планирования работы в условиях неопределенности; API как канал дистрибуции; API как способ построения экосистемы вокруг традиционных операторских сервисов;
/Подготовлено Vision Mobile совместно с Ericsson/
I'd appreciate if you leave a comment on the slideshow. You are free to use to use the information as long as you mention the source although I would not be able to share the originals with you since it is not under my ownership alone.
Detecon Workshop - Telco and OTT PartnershipsAdrian Hall
Innovation in the field of ICT products and services is significantly changing human communication behaviour and drives data usage on both fixed and mobile networks.
Check the infographic on our blog: http://www.euroitgroup.com/telecom-2020-infographic/
The telecom industry will continue to play a central role in addressing a whole range of social, economic challenges or issues. “By working together, the mobile industry is truly connecting everyone and everything to a better future. That must be at the forefront in everything we do role of mobile technology in improving tomorrow’s society”.
Mobile Operators' Strategies and Financials in the 4th Revenue Growth CurveAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Operators' Strategies and Financials.
This presentation includes topics such as:
Implications of the 4th wave
Opportunities in the 4th Curve
Opportunities beyond Voice and Data
Case Studied for Revenues from new businesses
4th Curve Application Areas
The four revenue growth curves
Mobile Operator Strategy in the 4th Curve
The Impact of 4th Curve on Operator Financials
ICT and Digital Media Industry
Profitability of business segments
Global Mobile Industry Profit Share
Wireless providers will need to adjust their strategies to accelerate innovation, cement customer relationships and improve operational efficiency to maintain revenue and profit growth.
The life of a new communications service provider, TADSummit, Roy Timor, Frin...Alan Quayle
The life of a new communications service provider, TADSummit, Roy Timor, Fring Kandy. 12-13 November 2014 Istanbul, Turkey.
Create agile offerings
Work within existing frameworks
On demand creation
Shared Risk & Reward
Leading telco taps into digital opportunities through capgemini research and ...Capgemini
When a leading Telco wanted to enhance its digital presence,
aiming to grow its user base and significantly increase
digital revenues, it turned to long-term partner Capgemini. Read how they did it.
Digital Game-Changers for the Communication Service Provider IndustryCognizant
By monetizing data, refining their processes, boosting their technological maturity and proactively responding to subscribers' ever-changing needs and preferences, CSPs can improve their competitive standing vs. non-traditional competitors.
Builders of the Digital Ecosystem: The 2013 Booz & Company Global ICT 50 StudyFlorian Gröne
In its second year, this study analyzes the top companies in the digitization ecosystem, describing which are prospering and which are not, and providing some guidance about why. Dividing them into four sectors—hardware, software, IT services, and telecom—we consider the factors that determine their influence: financial performance, portfolio strength, go-to-market footprint, and innovation and branding, as well as their strategic directions.
Telecom revenues are declining.
Till now, Data revenues have been critical for Telcos which have successfully followed a “walled garden” approach. But the "walled gardens" are fast eroding under threat from integrated players like Google and Apple, and the telco revenues are fast declining.
This presentation presents strategies a Telco to counter this emerging threat from different types of online players and increase or at least retain a share of data revenues.
Cartesian reviews recent operator activity in over-the-top communications. What opportunities exist in fixed and mobile? Which strategies should be considered?
From Digital Experimentation to Digital TransformationOlu Adegoke
Accelerate the transition to digital transformation by identifying and applying new digital capabilities to legacy products and overcome digital transformation pitfalls and challenges
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
From Digital Experimentation to Digital TransformationOlu Adegoke
Accelerate the transition from digital experimentation to digital transformation by identifying digital capabilities that must be applied to legacy products and how to avoid common transformation pitfalls and challenges
Managing the duality of new digital offerings and renewal of legacy products to transition into a digital enterprise. An integrated approach for managing the “duality” dilemma.
Dual-Sided Business Model: Omnicom, AT&T, Indoor DirectJason Newport
A thorough POV/strategic partnership recommendation to AT&T Interactive I wrote in 2009, nearly a year after the launch of MobileBehavior. I've always been highly interested in dual-sided business models since reading case after case on the Dentsu/NTT DoCoMo/D2 JV which formed a JV called iMode. Essentially, a telecom company and an advertising agency got together and said, "hey, you do this well, we do this well... let's get together and make some money by developing and distributing mobile content." To me, anyway, that's a lesson from the east we should learn and apply as this flow economy races on and companies who were our competitors yesterday, become our partners today.
The "Mobile Advertising Innovation" document was a proposal to AT&T Interactive that paired the telecom giant's YP arm, with Omnicom's stable of creative agencies and talent to create mobile websites (WAP) for small business owners -- to supplement the advertising revenue generated from sales of Yellow Pages ads. It also added an additional hyperlocal component with the inclusion of an IP-addressable digital out of home network called Indoor Direct. I departed Omnicom shortly after the deal was done, and like many new and innovative media products and unconventional business models, I can only imagine this very promising initiative was shelved when it lost momentum it had gained through someone championing it and having the willingness to do something different and better for advertisers, media owners and agencies alike.
Digital Telcos leverage a Cloud ,Software infrastructure and excellent customer service, aimed at disseminating premium services and digital content within a customisable platform, accessible anywhere and on any device.
This report summarises the findings from the 2016
programme of research and analysis, providing an
overview of the pay-TV innovation landscape and setting
out the views of industry executives around the world
– in Europe, Asia Pacific, Latin America and North
America. It provides a snapshot of industry perspectives
about the innovation challenges and opportunities
facing the industry and outlines a set of innovation
priorities for the pay-TV operators.
The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Internet 3.0 and OTT Services.
This presentation includes topics such as:
Evolution of Communication Services
Mobile Internet 3.0
Leading global mobile operators
Next Generation of TV & Video Viewing
OTT Communications Services Market
Consumer OTT offering and the genres
OTT video market
OTT Business and Monetization Models
OTT Market Estimation Structure
OTT monetization opportunities for Pay-TV
Battle for the Cloud: The 2014 Strategy& ICT 50 StudyFlorian Gröne
The study ranks the 50 largest publicly held business-to-business suppliers of digitization-related products, services, and infrastructure. This year, cloud computing, digital fabrication, and the internet of things are transforming how companies build and manage their IT. Industry leaders at the forefront of these trends have already gained a competitive edge.
This second edition of the Booz & Company Industry Digitization Study investigates the degree of digitization across 15 industries in Europe. It allows to better understand which industries in which markets are leading the digitization journey and what specific business areas companies in various industries focus their digitization efforts on.
Measuring Industry Digitization: Leaders and Laggards in the Digital EconomyFlorian Gröne
The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems.
Business Process Empowerment: Powerful New Capabilities for Front-Office StaffFlorian Gröne
This Perspective examines business process empowerment (BPE), a customer-focused, strategically driven alternative to traditional, back-office focused business process management, with particular applicability in service industries. BPE combines process architecture with a continuous improvement culture to drive sales and otherwise improve front-office operations.
E-Business Transformation: Challenges and Opportunities for Telecom OperatorsFlorian Gröne
For traditional telecom companies, maintaining customer loyalty and delivering growth in the face of fierce price competition and new market entrants requires a new way of operating. To achieve this, they must go through an e-business transformation.
Social CRM: How Companies Can Link into the Social Web of ConsumersFlorian Gröne
Social networking and other new technologies have given rise to the “social consumer.” Navigating this new world requires a new way of approaching customer relationship management, commonly called social CRM. In addition to their traditional CRM tools and processes, companies must rethink their product, channel, and customer strategies in order to build an entirely new relationship with their customers through greater transparency.
Evolution or Revolution? Strategies for Telecom Billing TransformationFlorian Gröne
As the telecom industry looks to improve the customer experience in all aspects of its business, the billing process is finally getting the attention it has long needed. Critical as it is to replace these old systems, the huge scale and daunting expense of such projects—easily approaching US$100 million and more—have made many operators reluctant to proceed. Operators must analyze their particular needs and business models, and then choose one of an evolutionary or a revolutionary approach.
Leaner and Keener Telecom Operators: Eliminating Waste Boosts the Bottom LineFlorian Gröne
In mature telecom markets, declining prices, near saturation and fierce competition for new products and applications have squeezed margins. A lean approach to restructuring the business can bring a quick payback by eliminating waste and create a robust platform for maintaining future margins.
Not Your Typical Marketing Campaign: The Next Wave of Technology- Driven Mark...Florian Gröne
In a world overrun with marketing messages, the next wave of marketing technology will cut through the clutter, building automated marketing campaigns that address your customers’ wants and needs individually. The result: greater customer intimacy, improved loyalty, and higher revenues. Moving quickly will gain real competitive advantage for you, so start planning for the future now.
Cost and capacity pressures on the corporate data center are mounting. Increasing computing power demands, poor asset utilization, excess complexity, and growing concerns about energy usage and costs are forcing companies to reassess how they manage their data centers. Companies that don't do so face a future of rising costs and declining performance relative to their competitors. Companies that do make the effort can expect to cut the cost of operating their data centers by as much as 40 percent.
The mobile channel offers an exciting opportunity for marketers--one that most have yet to fully embrace. One avenue to pursue is the creation of a branded mobile offering,in which the marketer creates a portal dedicated to its product, service, or brand. With constant access to each customer, branded mobile portals can build interactive relationships by identifying consumers not only in terms of personal identity, but also in terms of commercial behavior, geographic location, and social and communication patterns. The rewards for companies that capitalize on these possibilities--deeper engagement with consumers, increased brand loyalty, and enhanced customer lifetime value--are not to be missed.
The Global ICT 50: The Supply Side of DigitizationFlorian Gröne
For the top 50 companies providing IT and telecom hardware, software, and services, the world is changing dramatically. How these suppliers respond will transform the world for the rest of us. Based on an analysis of the four factors determining success for digital providers, this article shows why the four different supplier categories—hardware and infrastructure companies, software and Internet companies, IT service providers, and telecom operators—have different growth trajectories and competitive prospects.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2. Contact Information
Buenos Aires
Ariel Fleichman
Partner
+54-11-4131-0432
ariel.fleichman@booz.com
Madrid
José Arias
Partner
+34-91-411-5121
jose.arias@booz.com
Paris
Pierre Péladeau
Partner
+33-1-44-34-3074
pierre.peladeau@booz.com
Tokyo
Toshiya Imai
Partner
+81-90-7285-1597
toshiya.imai@booz.com
Düsseldorf
Stefan Eikelmann
Partner
+49-211-3890-110
stefan.eikelmann@booz.com
Milan
Luigi Pugliese
Partner
+39-02-72-50-93-03
luigi.pugliese@booz.com
Riyadh
Hilal Halaoui
Partner
+961-1-985-655
hilal.halaoui@booz.com
Vienna/New York
Klaus Hoelbling
Partner
+43-1-518-22-907
+1-917-284-3906
klaus.hoelbling@booz.com
Roman Friedrich
Partner
+429-211-3890-165
roman.friedrich@booz.com
Moscow
Steffen Leistner
Partner
+7-985-368-78-88
steffen.leistner@booz.com
São Paulo
Ivan de Souza
Senior Partner
+55-11-5501-6368
ivan.de.souza@booz.com
New York
Florian Groene
Principal
+1-212-551-6458
florian.groene@booz.com
Sydney
Chris Bartlett
Principal
+61-2-9321-2839
chris.bartlett@booz.com
Jakarta
Alessandro Gazzini
Partner
+62-21-527-5457
alessandro.gazzini@booz.com
Zurich
Alex Koster
Partner
+41-43-268-2133
alex.koster@booz.com
Booz & Company senior associate Florian Poetscher contributed to this Perspective. Gabriel Catrina, head of group strategy at Modern
Times Group and a former principal at Booz & Company in the communications, media, and telecom practice, also contributed.
Booz & Company
3. EXECUTIVE
SUMMARY
As over-the-top (OTT) companies like Netflix, Skype, and
Google encroach on the telecom industry, operators need to
find ways to counter the threat. That means defending their
territory against these new players or finding ways to work
with them. Doing so requires that telecom companies put to
use their distinct assets and capabilities: their ubiquitous fixed
and wireless networks, their millions of customers, and the
fully integrated customer data, logistics, and other services
they can offer.
In our view, operators can employ three possible strategies.
The first involves developing advanced connectivity services in
order to defend their core networking and infrastructure business. The second requires that they create new services such
as data analytics and billing, which they can sell to businesses
in different verticals. The third, and the toughest of all, is to
develop new apps and other services and offer them directly
to consumers. None of these options are exclusive—operators
need to consider and experiment with all of them. In all cases,
the key is not for operators to fight against the OTT players
but rather to find and develop the profit pools where their
particular capabilities offer the greatest chances of success.
Booz & Company
1
4. THE OTT
BATTLEGROUND
The explosion of e-commerce,
advertising, and digital media content
that now travels over the networks
of telecom players has created
significant new value, but telecom
companies themselves have been
unable to benefit. Instead, that value
has been largely captured by digital
newcomers that have built successful
business franchises “over the top”
of the telecom operators’ networks.
Think Skype, Google, Facebook,
Amazon, Netflix, and PayPal, among
many others.
Can operators turn this situation
around? So far, their record is poor.
Not one of them has been able to
create an over-the-top (OTT) business that moves the needle on its
top and bottom lines. A few companies, including Orange, Telefónica,
and AT&T, have managed to build
content and digital media franchises,
yet these are still dwarfed by their
core telecom businesses. And operators have been even less successful at
capturing value in new services such
as social media and apps.
2
At the same time, lean and nimble
communication-over-IP (CoIP)
players such as Skype are leveraging
their “freemium” business models to
capture the operators’ core voice and
messaging revenue. Adding insult to
injury, operators have had to make
considerable investments in upgrading their networks to handle the
ever-increasing flood of data created
by the very OTT players that are cannibalizing their revenue. For instance,
Netflix competes with operators’
IPTV/cable TV services, and is estimated to consume as much as a third
of total network bandwidth in the
U.S. during peak times.
Rather than looking for a solution
within the traditional telecom business model and value chain, operators
must ask themselves how they can
capture a larger share of the value
pools now being opened up through
new technologies and business models
in a variety of industry verticals. In
doing so, they need to think carefully
about the role they can best play in
this fast-changing space.
Booz & Company
5. STRATEGIC
PLAYS
If telecom operators are to develop a
successful strategic response to the
rise of OTT competitors, they must
first take stock of the considerable
assets and capabilities they already
possess, and determine how they
can leverage them in order to
compete against, or work with, the
OTT players. These strengths fall
into two main categories.
First, operators excel at providing
ubiquitous connectivity over both
fixed and wireless networks—a
capability that has cost them huge
sums of money to develop, and
that no one else possesses—and
ongoing upgrades to their nextgeneration networks will give them
the ability to provide a variety of
advanced services. These include
upgraded traffic management and
tiered quality of service, “big data”
and customer analytics, advanced
security and location-based services,
and sophisticated cloud computing.
Second, they maintain a dense,
fully integrated, and scaled-up
distribution footprint. This includes
their strong retail network, with
the ability to reach millions of
users; supply chain and logistics
services; an established billing
and CRM relationship with their
customers; and the ability to collect
huge amounts of demographic,
behavioral, and usage information
about their customers. These assets
allow operators to offer selected
OTT companies access to their
distribution footprint and to the
customer relationships they have
already established.
At the same time, however,
operators are typically siloed
organizations, structured to
focus on subscriber and revenue
growth within a specific product
or channel. Their inherent focus
on short-term profitability, coupled
with the conflicting priorities across
the various business silos, makes it
difficult to achieve consensus on a
consistent strategy.
This is in distinct contrast to how
OTT players operate. Because
they don’t have to worry about
maintaining and investing further
in basic technology infrastructure,
OTT companies can concentrate on
quickly building out and bringing
to market highly innovative
products and services through rapid
Operators’ inherent focus on
short-term profitability, coupled
with conflicting priorities across
silos, makes it difficult to achieve
consensus on a consistent strategy.
Booz & Company
3
6. prototyping, a “good enough”
perspective, and frequent new
releases.
Amazon the luxury of spending
considerable portions of its revenues
on continuing innovation—not
an area of strength for the large
operators—to keep developing new
ways to take advantage of faster and
more sophisticated next-generation
networks.
them to take part—to some
degree—at every level of the OTT
opportunity. However, their success will depend in large part on
Amazon is a case in point. Having
their ability to shore up their curpiggybacked on telecom networks
rent business and then focus their
around the world in building up its
strengths on the pools of value
retail business, it has since turned
where they have a real chance of
to digital media delivery, including
gaining ground. Where might that
e-books and the streaming of music
Despite the OTT players’ advanlead them, strategically? We think
and videos, and more recently to
tages in focus and innovation, the
there are three principal options
IPTV,
Mobile ad
Shopper
Mobile
Connected car,
cloud computing, all enabled by the Education and capabilities that marketing Smart homes/ Exhibit 1). machine-to- Wearables,
assets
(see
etc.
serving, etc.
buildings, etc. payment, etc
secure
services, etc
machine, etc.
patient
and
telecom networks. This also gives
operators possess should enable
records, etc.
publishing
media
Smart
homes
and
utilities
Guidelines:
11.0 million
Vertical Ecosystem/Value Chain (increasing complexity)
Exhibit 1
Telecom Operators Have a Range of Options in How They Compete—and Collaborate—with OTT Players in Industry Verticals
aölkdfölka
32.8%
Travel
and
leisure
Entertainment
media
(music,
video,
gaming)
Advertising
and
information
services
Retail
and
commerce
Financial
services
Automotive,
telematics,
and
logistics
Healthcare
and
wellness
30.1%
TABLE HEAD
Content/service
aggregation,
curation, and
personalization
Point apps
Utilities
avoid
opportunistic/
distribution only
(B2) B2C
End-user services
Communication
(audio,
messaging,
data)
Letter format:
- width for 3 co
- width for 2 co
only to seed initial experience creation
Network and
infrastructure services
Lines: 0,5 pt
Lines for legen
Data analytics
Note:
Please always
otherwise InDe
file.
These colors ca
Customer care
and CRM
Payments
and billing
Value-added
networking and
infrastructure
(e.g., security,
identity, quality
of service)
Approved Col
B2B
Platform and enabler services
Point solutions
Storage/computing
housing and
hosting
Data transport
Messaging
connectivity
Voice
connectivity
Protect the Core
Enable Other Businesses
Create New Customer Experiences
Source: Booz & Company analysis
4
A4 format:
- width for 3 co
- width for 2 co
Booz & Company
7. Protect the Core
The first strategic option focuses
on offering advanced networking
services to consumers and
companies in every industry vertical
in which OTT players are becoming
active. With voice and messaging
revenue stagnating or shrinking,
and revenue growth from data
merely compensating for their core
revenue losses, operators must
look for new ways to grow their
traditional network offerings, if
only incrementally. This involves
a continued focus on connectivityrelated services, with value-based
pricing approaches and bundled
offers designed to drive incremental
average revenue per user and
customer acquisition. Operators
can also consider differentiating
themselves from the OTT companies
by implementing new offerings
for high-end segments, such as
rich communication services—a
combination of advanced IP-based
voice, messaging, and video—and
high-definition voice services.
This is an essentially defensive
strategy, yet every operator must
pursue it in some form, even if it is
unlikely to deliver meaningful longterm growth.
Enable Other Businesses
In the second option, operators
expand their technological expertise
and the products and services
they offer to businesses. This
strategy requires operators to build
intelligent and open networks that
let them deliver advanced network
services such as tiered quality
of service, security, and identity
services. It could also encompass
platforms and open programming
interfaces to make data analytics,
payments, and billing accessible
to third parties. Services such as
customer analytics could be sold
on a wholesale basis to companies
in any industry. Or they could be
tailored for specific verticals—
for example, a highly secure and
reliable connectivity service bundled
with a payment engine for financial
services or retail.
One promising emerging play
involves big data. Telecom operators
possess large amounts of customer
data—not just demographic,
but also usage, online behavior,
location, and the like. Operators
could package anonymous
versions of this data and sell it to
businesses in retail, travel, and
other consumer-facing industries;
these businesses, in turn, could use
the data to refine their customer
understanding and improve
their marketing efforts through
behavioral targeting, personalized
marketing, targeted location-based
ads, and other services. Operators
could also use this data to offer
“single-sign-on” services to their
own retail customers, enabling them
to access services from OTT players
from within the security of the
operator’s ecosystem.
Offering enabling services to
companies in less complex
industries such as entertainment
and publishing will likely become
a staple of most large operators’
business models. It’s in the more
complex industries that operators
have an opportunity to distinguish
themselves. Verizon Wireless, for
example, offers a service to retail,
media, and marketing companies
that provides detailed data on the
nature and real-time location of
specific audiences—where they
are and what they do, online and
offline. The service delivers not
just predictive analytics on how
consumers behave but metrics on
the success of specific marketing
campaigns.
With voice and messaging
revenue stagnating or shrinking,
operators must grow their
traditional network offerings.
Booz & Company
5
8. Create New Consumer Experiences
The third option is to create entirely
new experiences by developing apps
and services and offering them
directly to consumers—which has
proven to be the most challenging
model of all for operators, and it
will likely remain so. The large
software and Internet players,
such as Apple, Google, Facebook,
Amazon, and Microsoft, have
already captured large segments
of this market, including music,
search, social networking, and the
like, and they attract huge volumes
of traffic to their sites. Meanwhile,
other OTT players have already
made significant inroads into the
telecom operators’ own territory—
Skype in international voice calls,
for example, and WhatsApp in text
messaging.
Can operators capture portions of
the experience creator space? Their
efforts so far are not encouraging.
Virtually no operator has yet
managed to build a truly successful
app store, Web portal, or over-
the-top service comparable to
that of a global OTT household
name, though many have tried.
Furthermore, creating digital
content as a viable consumer
proposition has proven elusive to
date. The difficulty lies in operators’
inability to innovate in the digital
arena—operators simply don’t
move quickly enough, and they lack
the culture of software and media
innovation needed to attract the
talent that can design such services.
That said, some adventurous
operators are creating platforms
that offer innovative customer
experiences. In France, for
example, Orange has built a
successful business working with
the healthcare industry to help
connect the elderly with their
insurance companies, offering
remote medical consultation
connectivity and services for
integrating hospital activities, such
as patient monitoring and online
medical records. More than half
of the independent healthcare
professionals in France now send
treatment forms through Orange’s
systems, which connect more than
12 million customers to their
insurance companies.
Another possibility for telecom
operators may be to offer an
app curation service directly to
customers, helping them manage
the hundreds of thousands of
available apps through dynamic
recommendations based on usage
data captured directly from the
large players’ app stores. Operators
might also piggyback point apps
on top of the platforms they build
for specific industries or customers.
(Point apps are those designed to
perform a discrete function within
an industry, as opposed to those
offered to the public at large.)
Providing advanced connectivity
services for retailers, for example,
may give telecom players the
opportunity to develop apps
enabling consumers to make use of
those services directly.
More than half of the independent
healthcare professionals in France
now send treatment forms through
Orange’s systems.
6
Booz & Company
9. SUCCESS
FACTORS
None of these options is exclusive—
it is perfectly feasible for an operator
to start out as a network and infrastructure player, and then move up to
business enabler and even experience
provider as it develops the necessary
capabilities. The key is to choose the
appropriate strategy given your current capabilities, your mix of products and services, and the markets
you serve—shutting down or cutting
back in areas that do not align with
that strategy—and to make deliberate choices regarding which market
opportunities to pursue in the future,
and the capabilities you’ll need to
invest in to pursue them.
Operators must also be completely
clear on how exactly they will be
able to monetize their offerings. This
requires thinking carefully about
who ultimately will be paying for a
particular service. Is the service a
straightforward B2B play, in which
the operator is selling a specific
service such as a billing and payments
Booz & Company
system to a particular company? Or
does payment for a service depend on
that company’s ability to sell it on to
its own customers, as might be the
case with a usage-based quality-ofservice play?
Finally, operators can no longer
rely on their internal capabilities to
launch services outside their core
expertise. The business enabler play
will require that they work together
with a variety of strategic partners
in their chosen verticals. These
partners must be directly involved
in the development of appropriate
products and services—rapidly
creating product prototypes, assessing
different business models, and
helping acquire key early customers.
Operators looking to participate in
the healthcare sector, for example,
will likely need to bring together
an ecosystem of providers, payors,
pharmaceutical companies, and
even the government in order to
ensure success.
7
10. CONCLUSION
8
The threat to telecom operators posed
by OTT players is real, and operators need to consider how they plan
to respond. In the long run, however,
the two camps must understand that
there’s a growing pool of value to
be shared and that they need each
other. Operators control the networks
that enable OTT businesses, and
as their core business matures and
markets reach saturation, they need
new revenue streams to keep funding the network expansion that the
OTT companies need to thrive. And
in launching the digital businesses of
tomorrow, OTT players will need fast,
intelligent networks that can form the
basis for a wide range of new services
and provide their customers with the
best possible experience.
That’s why operators looking
beyond the desire to protect their
core business are best advised to
consider the business enabler play,
which depends for its success on
creating value for OTT players
to the benefit of all. Despite the
challenges the operators face, they
cannot afford to let the situation
deteriorate into a win-or-lose
proposition. To capture their share
of the new value being created
through digitization, operators need
to adjust their world view, consider
their position and preferred way to
play in the OTT value chain, and
develop the capabilities needed to
win. And they need to move now.
Booz & Company
11. About the Authors
Roman Friedrich is a partner
with Booz & Company based
in Düsseldorf and Stockholm.
He leads the firm’s global
communications, media, and
technology practice, and specializes in the strategic transformation of these industries in
the context of digitization.
Florian Groene is a principal
with Booz & Company and
Booz Digital based in New
York. He works with telecommunications, IT, media, and
consumer companies on business and technology strategies to compete in the digital
ecosystem.
Chris Bartlett is a principal
with Booz & Company based
in Sydney, and is one of the
leaders of the firm’s communications, media, and technology practice in the Australia,
New Zealand, and Southeast
Asia region.
Nicolas Mialaret is an associate with Booz & Company
based in Sydney. As a member
of the firm’s communications,
media, and technology practice, he focuses on the media
and telecommunications
industries and on digitization
issues.
Booz & Company
9