Connected as it never was. The launch of China's MVNOs Value Partners
This document provides an overview of China's launch of mobile virtual network operators (MVNOs). Some key points:
- In May 2013, China's Ministry of Industry and Information Technology officially launched a pilot program allowing private companies to operate as MVNOs in China.
- By June 2014, 24 companies had received approval to operate as MVNOs, partnering with China's three major mobile network operators - China Mobile, China Unicom, and China Telecom.
- MVNOs in China currently operate under a reseller business model, but the pilot program aims to allow them to differentiate through branding, products, and customer service.
MENA Region: Marhaba to the world - Value Partners newsletter, January 2010Value Partners
The latest Value Partners newsletter. It addresses some of the hot topics currently arising in the region and of particular relevance for a number of industrial sectors: from banking and insurance to telecommunications, media and sports, from luxury goods to energy. The articles provide also specific case studies of international collaboration models and describe the existing business opportunities across sectors.
A perspective devoted to Private Equity firms: to be successful they should adopt an innovative business model and control the richest parts of the value chain
A new perspective devoted to forecasting: demand planning is a very challenging job, that is why multinationals manage forecasting poorly. How can they improve it?
Un nuovo perspective dedicato all'importanza della trasparenza nel settore sanità, con un confronto internazionale - A cura di Daniela Scaramuccia, Partner, e Nunzio Guida, Associate dell'ufficio di Milano Dicembre
The European Commission’s new rule on credit cards will cut 200 million commissions in Italy: will a subscription fee be introduced? With a contribution by Gabor Friedenthal, Dep. Managing Director, and Daniele Pontecorvo, SEM
Connected as it never was. The launch of China's MVNOs Value Partners
This document provides an overview of China's launch of mobile virtual network operators (MVNOs). Some key points:
- In May 2013, China's Ministry of Industry and Information Technology officially launched a pilot program allowing private companies to operate as MVNOs in China.
- By June 2014, 24 companies had received approval to operate as MVNOs, partnering with China's three major mobile network operators - China Mobile, China Unicom, and China Telecom.
- MVNOs in China currently operate under a reseller business model, but the pilot program aims to allow them to differentiate through branding, products, and customer service.
MENA Region: Marhaba to the world - Value Partners newsletter, January 2010Value Partners
The latest Value Partners newsletter. It addresses some of the hot topics currently arising in the region and of particular relevance for a number of industrial sectors: from banking and insurance to telecommunications, media and sports, from luxury goods to energy. The articles provide also specific case studies of international collaboration models and describe the existing business opportunities across sectors.
A perspective devoted to Private Equity firms: to be successful they should adopt an innovative business model and control the richest parts of the value chain
A new perspective devoted to forecasting: demand planning is a very challenging job, that is why multinationals manage forecasting poorly. How can they improve it?
Un nuovo perspective dedicato all'importanza della trasparenza nel settore sanità, con un confronto internazionale - A cura di Daniela Scaramuccia, Partner, e Nunzio Guida, Associate dell'ufficio di Milano Dicembre
The European Commission’s new rule on credit cards will cut 200 million commissions in Italy: will a subscription fee be introduced? With a contribution by Gabor Friedenthal, Dep. Managing Director, and Daniele Pontecorvo, SEM
The policy and prospects of China’s fixed broadband Market liberalizationValue Partners
By Jane Hou , Partner, and Adam Meng, Associate of the Beijing office, and Taylor Lam, SEM of the Hong Kong office
A new perspective devoted to the “policy on the pilot of fixed broadband market liberalization” in China, that encourages civil capital to enter fixed broadband market in various models, a milestone of state monopolized industries’ opening up
Dynamic ticket pricing. Squeezing more juice from half time oranges Value Partners
A new perspective devoted to the benefits of the dynamic ticket pricing (DTP) in the sport industry. It is a pricing strategy according to which companies set flexible (dynamic) prices based on market demands.
The Future of Mobile Roaming Helping mobile operators remain competitive in t...Value Partners
The document discusses the future of mobile roaming as disruptions are occurring in the roaming market. Historically, roaming charges have been very profitable for mobile operators, but high prices have discouraged customers from using their phones when traveling abroad. As a result, it is estimated that 70-80% of roamers do not use data services while traveling (silent roaming), representing a large untapped market opportunity for operators. Regulatory interventions have also weakened operators' control over pricing. The removal of roaming fees in Europe by 2015 will further impact operators who stand to lose around €1.65 billion annually from lost roaming revenue. Operators need to introduce new services and packages to take advantage of increased data usage from
What does it take for brands to go digital. Same but different Value Partners
This document discusses what it takes for brands to succeed with digital transformation. It argues that brands need to take a consumer-centric approach and integrate their online and offline presences. The document outlines key elements brands should consider, including gaining consumer insights, designing products/services based on insights, engaging consumers across channels, activating purchases both online and offline, evaluating digital investments, and organizing company structures to support a multi-channel strategy. Successful brands are adapting to changing consumer behaviors by meeting customers wherever they are - both online and offline.
Online to offline. What is in for traditional retailers? Value Partners
A new perspective devoted to O2O and the latest approaches adopted by retailers trying to integrate online resources with their offline physical assets
Customer Service: Achieving excellence through a company-wide approachValue Partners
A new perspective devoted to customer satisfaction, a key driver to increase a company’s value. By Alberto Griselli and Charles Monteux of the São Paulo office
ATM Benchmarking Study 2014 and Industry Report Value Partners
The document provides an executive summary of the ATM Benchmarking Study 2014 and Industry Report. Some of the key findings from the study include:
- Costs related to cash management, transaction processing, and hardware varied widely between participants despite similar ATM operations globally.
- ATM operators are expanding the services offered at ATMs to include things like mobile phone credit, loans, bill payments and money transfers.
- Revenue and profits from ATMs varied between regions and organizations, with some organizations showing losses, suggesting opportunities for improvement.
- Few ATM operators monitored customer satisfaction metrics like complaint management, indicating an opportunity for competitive advantage.
Magazine Publishers' Transformation: The Time to Act is Now! Value Partners
The document discusses how magazine publishers need to transform their business models in response to the shift from print to digital advertising. It notes that while digital advertising is growing, traditional publishers face challenges competing against large online players that dominate areas like search and social media. The publishers have lost some of their share of the overall advertising market and will need to adapt their business models to address this change in order to remain successful in the future.
The online luxury market in China is growing rapidly but none of the luxury e-commerce platforms are profitable due to major challenges. While foreign platforms have advantages in branding and sourcing authentic products, domestic platforms have strengths in marketing and distribution within China. However, partnerships between foreign and domestic players also have not resulted in profitability. The challenges include an overreliance on discounts that does not appeal to real luxury shoppers, difficulties in sourcing products, high marketing costs, and issues with the fragmented logistics network. For the online luxury market to be sustainable, a new value proposition that understands luxury consumers is needed rather than just focusing on discounts.
The document discusses the challenges facing broadband providers in mature markets as household broadband penetration rates level off and average revenue per user (ARPU) declines slowly. It notes that broadband providers have diminished in importance as internet gateways as the internet has matured, with most focusing on content convergence through television bundles. However, content acquisition is expensive and risky for providers. The document finds that in most markets, broadband speed alone rarely drives ARPU, which is typically driven more by bundled content services. It argues that usage-based pricing could help providers better segment customers and scale revenue in line with growing content consumption.
This document provides an introduction to financial fraud, defining it as fraud involving a financial account or transaction. It focuses on retail payment card and deposit account fraud committed against innocent consumers (third party fraud) or by account holders themselves (first party fraud). Financial fraud is a serious and costly problem due to its negative economic impacts, with direct costs to victims and institutions as well as indirect costs like reduced consumer trust. Efforts are needed across multiple stakeholders to effectively prevent, detect and prosecute this evolving threat.
1. UEFA is introducing new Financial Fair Play regulations in 2013 that will require football clubs to balance their income and expenses. Based on current financials, most top European clubs will likely not be compliant.
2. For clubs to meet the new regulations, they will need to significantly increase their revenues. However, wages have been growing faster than revenues, making profitability and compliance challenging.
3. Clubs need to optimize their commercial performance by maximizing revenue from key sources like shirt/technical sponsorship, developing international sponsorship strategies, and optimizing ticket pricing. English clubs have been most successful commercially.
By Rachel Healy, senior manager, and Kim Chua, manager, at Value Partners London
There has been much discussion about the level and rate of viewing migration from linear to VOD; the general consensus seems to be that the speed of the shift will be slow, and that the proportion of VOD viewing in the medium term (say fi ve years) will remain low at 6 – 8%, compared to c. 2% today. However, do these forecasts take into account step-change shifts in behaviour of Generation Z1, the ‘digital natives’? Value Partners runs an internship programme for aspiring TMT strategy consultants each summer. This year, we asked one of our interns to carry out primary research into their peer group’s current and future TV viewing patterns. We worked with her to design a 26-question survey which she distributed via Facebook. Although this is by no means a ‘representative sample’ of Gen Z – a sample of just 78 respondents, largely Oxbridge and users of Facebook – the results paint an interesting picture of the relationship this highly sought after demographic has with TV and how this will evolve as they leave university and move into the world of work.
Exclusive content cross-carriage obligation in Singapore: an innovative inter...Value Partners
By Ruggero Jenna, director, Dominic Arena, partner, and Cheryl Lim, manager at Value Partners Singapore. Singapore's pay TV industry is experiencing a transformation. The advent of fierce competition and rights bidding, followed by a controversial regulatory development, namely the Media Development Authority of Singapore's (MDA) proposed introduction of an “exclusive content cross-carriage measure”, has captured the attention of pay TV industry groups and other interested parties worldwide. Well-voiced concerns on both sides of the spectrum regarding the formulation, feasibility and impact of such a regulatory measure have been fiercely debated by stakeholders, with the face-off at one stage threatening to snowball into an international incident. However, contrary to some quite negative arguments put forward publicly to date, Value Partners' independent analysis over a 10-year timeframe shows that the MDA measure is not an ill-conceived or hasty retort to a temporary market anomaly which threatens to destroy economic value, but an innovative and well-grounded measure.
The continued growth in video on demand (VOD) delivered over the internet is inevitable as consumers increasingly expect to control their viewing. As watching video over the internet becomes mainstream, consumers are getting more demanding. Until recently, viewers on PCs would forgive nbuffering mid-video, or occasional lack of service availability, recognising that the service was delivered on a ‘best efforts’ basis. However, as more online video services are launched and internet VOD moves to the TV, audiences will increasingly expect internet VOD to match the reliability of broadcast TV. This perspective builds on our work with infrastructure providers, broadcasters and regulators, to examine the ability of the UK’s broadband networks to deliver VOD with the quality of service (QoS) required to satisfy consumers. We consider what Internet Service Providers (ISPs) and content/application providers need to do to adapt their technical and business models to meet future consumer demands, and the role of future net neutrality legislation in shaping this market. By Chris Cowan, partner, and Kim Chua, manager, of Value Partners London.
The policy and prospects of China’s fixed broadband Market liberalizationValue Partners
By Jane Hou , Partner, and Adam Meng, Associate of the Beijing office, and Taylor Lam, SEM of the Hong Kong office
A new perspective devoted to the “policy on the pilot of fixed broadband market liberalization” in China, that encourages civil capital to enter fixed broadband market in various models, a milestone of state monopolized industries’ opening up
Dynamic ticket pricing. Squeezing more juice from half time oranges Value Partners
A new perspective devoted to the benefits of the dynamic ticket pricing (DTP) in the sport industry. It is a pricing strategy according to which companies set flexible (dynamic) prices based on market demands.
The Future of Mobile Roaming Helping mobile operators remain competitive in t...Value Partners
The document discusses the future of mobile roaming as disruptions are occurring in the roaming market. Historically, roaming charges have been very profitable for mobile operators, but high prices have discouraged customers from using their phones when traveling abroad. As a result, it is estimated that 70-80% of roamers do not use data services while traveling (silent roaming), representing a large untapped market opportunity for operators. Regulatory interventions have also weakened operators' control over pricing. The removal of roaming fees in Europe by 2015 will further impact operators who stand to lose around €1.65 billion annually from lost roaming revenue. Operators need to introduce new services and packages to take advantage of increased data usage from
What does it take for brands to go digital. Same but different Value Partners
This document discusses what it takes for brands to succeed with digital transformation. It argues that brands need to take a consumer-centric approach and integrate their online and offline presences. The document outlines key elements brands should consider, including gaining consumer insights, designing products/services based on insights, engaging consumers across channels, activating purchases both online and offline, evaluating digital investments, and organizing company structures to support a multi-channel strategy. Successful brands are adapting to changing consumer behaviors by meeting customers wherever they are - both online and offline.
Online to offline. What is in for traditional retailers? Value Partners
A new perspective devoted to O2O and the latest approaches adopted by retailers trying to integrate online resources with their offline physical assets
Customer Service: Achieving excellence through a company-wide approachValue Partners
A new perspective devoted to customer satisfaction, a key driver to increase a company’s value. By Alberto Griselli and Charles Monteux of the São Paulo office
ATM Benchmarking Study 2014 and Industry Report Value Partners
The document provides an executive summary of the ATM Benchmarking Study 2014 and Industry Report. Some of the key findings from the study include:
- Costs related to cash management, transaction processing, and hardware varied widely between participants despite similar ATM operations globally.
- ATM operators are expanding the services offered at ATMs to include things like mobile phone credit, loans, bill payments and money transfers.
- Revenue and profits from ATMs varied between regions and organizations, with some organizations showing losses, suggesting opportunities for improvement.
- Few ATM operators monitored customer satisfaction metrics like complaint management, indicating an opportunity for competitive advantage.
Magazine Publishers' Transformation: The Time to Act is Now! Value Partners
The document discusses how magazine publishers need to transform their business models in response to the shift from print to digital advertising. It notes that while digital advertising is growing, traditional publishers face challenges competing against large online players that dominate areas like search and social media. The publishers have lost some of their share of the overall advertising market and will need to adapt their business models to address this change in order to remain successful in the future.
The online luxury market in China is growing rapidly but none of the luxury e-commerce platforms are profitable due to major challenges. While foreign platforms have advantages in branding and sourcing authentic products, domestic platforms have strengths in marketing and distribution within China. However, partnerships between foreign and domestic players also have not resulted in profitability. The challenges include an overreliance on discounts that does not appeal to real luxury shoppers, difficulties in sourcing products, high marketing costs, and issues with the fragmented logistics network. For the online luxury market to be sustainable, a new value proposition that understands luxury consumers is needed rather than just focusing on discounts.
The document discusses the challenges facing broadband providers in mature markets as household broadband penetration rates level off and average revenue per user (ARPU) declines slowly. It notes that broadband providers have diminished in importance as internet gateways as the internet has matured, with most focusing on content convergence through television bundles. However, content acquisition is expensive and risky for providers. The document finds that in most markets, broadband speed alone rarely drives ARPU, which is typically driven more by bundled content services. It argues that usage-based pricing could help providers better segment customers and scale revenue in line with growing content consumption.
This document provides an introduction to financial fraud, defining it as fraud involving a financial account or transaction. It focuses on retail payment card and deposit account fraud committed against innocent consumers (third party fraud) or by account holders themselves (first party fraud). Financial fraud is a serious and costly problem due to its negative economic impacts, with direct costs to victims and institutions as well as indirect costs like reduced consumer trust. Efforts are needed across multiple stakeholders to effectively prevent, detect and prosecute this evolving threat.
1. UEFA is introducing new Financial Fair Play regulations in 2013 that will require football clubs to balance their income and expenses. Based on current financials, most top European clubs will likely not be compliant.
2. For clubs to meet the new regulations, they will need to significantly increase their revenues. However, wages have been growing faster than revenues, making profitability and compliance challenging.
3. Clubs need to optimize their commercial performance by maximizing revenue from key sources like shirt/technical sponsorship, developing international sponsorship strategies, and optimizing ticket pricing. English clubs have been most successful commercially.
By Rachel Healy, senior manager, and Kim Chua, manager, at Value Partners London
There has been much discussion about the level and rate of viewing migration from linear to VOD; the general consensus seems to be that the speed of the shift will be slow, and that the proportion of VOD viewing in the medium term (say fi ve years) will remain low at 6 – 8%, compared to c. 2% today. However, do these forecasts take into account step-change shifts in behaviour of Generation Z1, the ‘digital natives’? Value Partners runs an internship programme for aspiring TMT strategy consultants each summer. This year, we asked one of our interns to carry out primary research into their peer group’s current and future TV viewing patterns. We worked with her to design a 26-question survey which she distributed via Facebook. Although this is by no means a ‘representative sample’ of Gen Z – a sample of just 78 respondents, largely Oxbridge and users of Facebook – the results paint an interesting picture of the relationship this highly sought after demographic has with TV and how this will evolve as they leave university and move into the world of work.
Exclusive content cross-carriage obligation in Singapore: an innovative inter...Value Partners
By Ruggero Jenna, director, Dominic Arena, partner, and Cheryl Lim, manager at Value Partners Singapore. Singapore's pay TV industry is experiencing a transformation. The advent of fierce competition and rights bidding, followed by a controversial regulatory development, namely the Media Development Authority of Singapore's (MDA) proposed introduction of an “exclusive content cross-carriage measure”, has captured the attention of pay TV industry groups and other interested parties worldwide. Well-voiced concerns on both sides of the spectrum regarding the formulation, feasibility and impact of such a regulatory measure have been fiercely debated by stakeholders, with the face-off at one stage threatening to snowball into an international incident. However, contrary to some quite negative arguments put forward publicly to date, Value Partners' independent analysis over a 10-year timeframe shows that the MDA measure is not an ill-conceived or hasty retort to a temporary market anomaly which threatens to destroy economic value, but an innovative and well-grounded measure.
The continued growth in video on demand (VOD) delivered over the internet is inevitable as consumers increasingly expect to control their viewing. As watching video over the internet becomes mainstream, consumers are getting more demanding. Until recently, viewers on PCs would forgive nbuffering mid-video, or occasional lack of service availability, recognising that the service was delivered on a ‘best efforts’ basis. However, as more online video services are launched and internet VOD moves to the TV, audiences will increasingly expect internet VOD to match the reliability of broadcast TV. This perspective builds on our work with infrastructure providers, broadcasters and regulators, to examine the ability of the UK’s broadband networks to deliver VOD with the quality of service (QoS) required to satisfy consumers. We consider what Internet Service Providers (ISPs) and content/application providers need to do to adapt their technical and business models to meet future consumer demands, and the role of future net neutrality legislation in shaping this market. By Chris Cowan, partner, and Kim Chua, manager, of Value Partners London.