What makes a mobile operator successful? There has been a widely held view in the market that operators are struggling to generate growth as they move into a smartphone and data-centric world. However, some operators around the world are proving this to be false. They are prospering thanks to large amounts of data and the usage of new services – not in spite of them.
We have identified what makes a frontrunner: operators with superior service revenue growth and a high share of non-voice revenues. We have found the common components and significant differences in their strategies for profitable and sustainable growth. Our key finding was that there are six common traits that are shared by frontrunners – we call these Growth Codes. #growthcodes
With the mobile business in a state of transformation - new players, operator and vendor mergers - Ericsson set out to answer the question: what makes a mobile operator successful? Working with EY, Ericsson has been able to identify and explain each of the 3 different strategy options that successful mobile operators, called Frontrunners, adopt.
With the mobile business in a state of transformation - new players, operator and vendor mergers - Ericsson set out to answer the question: what makes a mobile operator successful? Working with EY, Ericsson has been able to identify and explain each of the 3 different strategy options that successful mobile operators, called Frontrunners, adopt.
Introduction to Mobile VAS and MultimediaAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any request on Mobile VAS research, consulting and training.
This presentation includes topics such as:
Global Trend of Contents Usage
Operators need to focus on VAS
Voice VAS Classification
Key Drivers for Mobile Value Added Services
Key Challenges for Service Providers
Typical VAS Value Chain
Critical Factors for Successfully Launching New Services
Some Operators’ VAS Examples
Telecom Operators’ Investment Strategies in the 4th Revenue Growth CurveAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Telecom Operators’ Investment Strategies.
This presentation includes topics such as:
Investing in the 4th Curve
The Telco Challenge: Data Pipe or Smart Pipe
STRATEGY #1: Connectivity Provider
Key digital services in Mobile
STRATEGY #2: Digital Service Provider
Telco Digital Services Opportunities
STRATEGY #3: Digital Service Enabler
Digital Service Model
4-Phase Evolution to Digital Lifestyle Services
Operators’ Investment in the 4th Curve
Future Telecoms Service Business Models
Optimizing Strategies to Stimulate Mobile VAS Usage and Maximize Operators’ R...Ali Saghaeian
The slides cover a broad range of topics, including:
Revenue-Generating VAS services
Operators’ Positioning for New Segments
Stimulating Mobile VAS usage via Sponsored Data
Partnerships with VAS providers
Optimizing Strategies for VAS Bundling
How to Stimulate Awareness and Usage of VAS
Applying Lessons Learnt from the US Market
Operators’ Positioning as a Digital Lifestyle Solution ProviderAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Positioning as a Digital Lifestyle Solution Provider.
This presentation includes topics such as:
Service Provider Opportunities & Challenges in the New Digital World
Matching the Customers’ Demands
end-to-end ICT service provision
Digital convergence is driving overlaps
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
Steps to becoming a Digital Lifestyle Solution Provider
How to Build a Successful Digital Services Business
Essentials of Being a Digital Lifestyle Player
With the mobile business in a state of transformation - new players, operator and vendor mergers - Ericsson set out to answer the question: what makes a mobile operator successful? Working with EY, Ericsson has been able to identify and explain each of the 3 different strategy options that successful mobile operators, called Frontrunners, adopt.
With the mobile business in a state of transformation - new players, operator and vendor mergers - Ericsson set out to answer the question: what makes a mobile operator successful? Working with EY, Ericsson has been able to identify and explain each of the 3 different strategy options that successful mobile operators, called Frontrunners, adopt.
Introduction to Mobile VAS and MultimediaAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any request on Mobile VAS research, consulting and training.
This presentation includes topics such as:
Global Trend of Contents Usage
Operators need to focus on VAS
Voice VAS Classification
Key Drivers for Mobile Value Added Services
Key Challenges for Service Providers
Typical VAS Value Chain
Critical Factors for Successfully Launching New Services
Some Operators’ VAS Examples
Telecom Operators’ Investment Strategies in the 4th Revenue Growth CurveAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Telecom Operators’ Investment Strategies.
This presentation includes topics such as:
Investing in the 4th Curve
The Telco Challenge: Data Pipe or Smart Pipe
STRATEGY #1: Connectivity Provider
Key digital services in Mobile
STRATEGY #2: Digital Service Provider
Telco Digital Services Opportunities
STRATEGY #3: Digital Service Enabler
Digital Service Model
4-Phase Evolution to Digital Lifestyle Services
Operators’ Investment in the 4th Curve
Future Telecoms Service Business Models
Optimizing Strategies to Stimulate Mobile VAS Usage and Maximize Operators’ R...Ali Saghaeian
The slides cover a broad range of topics, including:
Revenue-Generating VAS services
Operators’ Positioning for New Segments
Stimulating Mobile VAS usage via Sponsored Data
Partnerships with VAS providers
Optimizing Strategies for VAS Bundling
How to Stimulate Awareness and Usage of VAS
Applying Lessons Learnt from the US Market
Operators’ Positioning as a Digital Lifestyle Solution ProviderAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Positioning as a Digital Lifestyle Solution Provider.
This presentation includes topics such as:
Service Provider Opportunities & Challenges in the New Digital World
Matching the Customers’ Demands
end-to-end ICT service provision
Digital convergence is driving overlaps
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
Steps to becoming a Digital Lifestyle Solution Provider
How to Build a Successful Digital Services Business
Essentials of Being a Digital Lifestyle Player
Global Perspectives to Mobile Access and DataAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Access and Data.
This presentation includes topics such as:
Mobile Access Revenue Growth Curves
New Evolving ECO System
Mobile Infrastructure Evolution
4G-LTE Global Service Status
How can 4G Grow the Revenues
Case Studies of Growth in Data revenues
Core Revenue Trends – Mobile Data
Industry Growth Drivers: Mobile Data and OTTs
Business of Value Added Services in New Mobile Era: From Strategy and Busines...Ali Saghaeian
Please email me "saghaeian [at] gmail.com" for any request on VAS research, consulting and training.
This presentation includes topics such as:
The mobile 3.0 – The trends for Multimedia Services and Value Added Services
The 4th revenue curve of mobile communication – The business of Value Added Services.
Differences in doing business with Multimedia and Value Added Services than voice, messaging and access (data) services.
Mobile Operator Strategy and implications for the ecosystem
The Impact of 4th curve on mobile operator’s financials
Investing in the 4th Curve
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
Market Positioning as Kids / Family MVNOAli Saghaeian
Please email me "saghaeian [AT] gmail [DOT] com" for any request on MVNO research, consulting and training.
The presentation includes topics such as:
Addressing Kids’ Changing Habits;
Targeting Family / Kids Segment;
MVNO Case Studies & Success Stories;
Business Model & Customer Experience;
Kids Mobile Bundles and Offering.
Next Generation Service Platforms for Multimedia and Value Added ServicesAli Saghaeian
Some of the topics covered in this slide deck:
VoLTE: A Catalyst for Transformation
VoLTE vs OTT Voice Call
Next Generation Wi-Fi Calling
Consumer Use Cases for VoWiFi
WebRTC value-added services and Telco use-cases
IMS Underpinning for Next-Gen Telco Services
Virtualization evolution and roadmap - the path to NFV
Mobile Value Added Services (MVAS) is indeed a mounting Industry. In this time of economic recession, this industry stands strong. Investments flowing in this sector are enormous.
Omni-Channel Customer Care for telco marketing, Sandarenu Madan Arachchige, ...Alan Quayle
Sandarenu Madan Arachchige, Software Architect, hSenid Mobile. presented on omni-channel customer engagement platform for Telco’s Marketing.
It’s a common problem facing many telcos’ customers. They have multiple SIMs and accounts (pre and post-paid). Yet self-care is through multiple separate interactions. Telcos have been successful is getting customers to adopt addition services. But in the classic engineering / marketing divide. The customer experience is not yet unified.
Sandarenu showed how hSenid Mobile is solving this problem, cross the multiple interfaces customers’ use: USSD, web portal, and mobile app. Enabling a unified experience across those interfaces, and integration with bots that can generate savings of 30-40%, in addition to the customer experience improvements.
Developing Multimedia and Value Added Services (VAS) on 4G and 4.5G for Telec...Ali Saghaeian
The topics covered in this master slide deck:
* Mobile VAS and Multimedia Ecosystem and Value‐Chain over 4G and 4.5G Network: Key Drivers and Critical Success Factors
* New Service Development and Service Delivery Innovation in Mobile VAS and Multimedia
* World’s Best Practices and Success Stories in Launching Multimedia and Value Added Services
* Optimizing Strategies to Stimulate Mobile VAS Usage and Maximize Operators’ Revenues
* Driving Mobile VAS Adoption and Creating a Sustainable VAS Proposition in New Mobile Generations
* Exploring Mobile Apps Categories and Successful Mobile VAS and Multimedia Applications
* Strategies for Monetizing the Mobile Content, Services and Applications in 4G and 4.5G Market
* Value Creation and Customer Experience Management in Mobile VAS for an Enhanced Customer Journey
* Deploying Value-Added Service (VAS) Applications over LTE Network as an Advantage against Over-The-Top (OTT) Players
* Next Generation Service Platforms for Multimedia and Value Added Services
* Offering Rich Communications Services (RCS) as a Multimedia Application to combat OTT Competition
* Applications of Internet of Things (IoT), Big Data and Cloud Services in 4G-based Mobile VAS
IP for the Networked Society - how to transform your IP network to leverage new business opportunities. The continued evolution of devices, access technologies and cloud applications require new IP networks to evolve and provide high performance, personalized and agile service. This presentation will outline Ericsson’s view on how services providers transform their IP networks to enable service differentiation and business growth.
Telecom strategy review 2015: Europe (part 2)tmtventure
Orange SA, Telenor Group, Vimpelcom, Vodafone, Deustche Telecom, Telefonica and other leading European telecommunication companies.
2nd part of global telecoms strategy review. Total companies to be reviewed is about 16-18. We looked through their reports, interviews and made our own view on their strategy.
Feel free to contact us with your commentary or if you've found any mistakes.
Driving Mobile VAS Adoption and Creating a Sustainable VAS Proposition in New...Ali Saghaeian
Some of the topics covered in this slide deck:
Mobile VAS and Real time Contextual offers
Go-To-Market Solution for Next Generation Mobile Operators
Superior Monetisation Potential and Freemium Business Models
How to effectively drive Mobile VAS Adoption
Churn Reduction Potential via VAS Offering
Video Content & MNO Business Models
Spectrum of LBS applications for mobile operators with extended Wi-Fi
Mobile Voice and Messaging: Global Trends and AnalysesAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Voice and Messaging.
This presentation includes topics such as:
Analysis of Growth Curves in Mobile
Telco Voice Standards and Roadmap
Mobile Voice Revenue Growth Curves
Global VoLTE and VoWi-Fi Market
Messaging Case Studies Worldwide
Cannibalization of Voice and Messaging
OTT Messaging Traffic Worldwide
OTT Role in Telco’s Business Revolution
Deploying Value-Added Service (VAS) Applications over LTE Network as an Advan...Ali Saghaeian
Some of the topics covered in this slide deck:
Telco-OTT voice/messaging applications
App users & heavy users of legacy services
Operator-provided OTT-like communications app
Value of the messaging market and the level of threat from OTT
Operators rating their performance against OTT Players
Apps as multi-modal communication platforms
Important Factors in an OTT Service Package
This presentation provides a brief overview of the key business challenges facing the automotive industry today and how GXS helps companies address these challenges via GXS Trading Grid, the world’s largest cloud integration platform. The presentation also provides a few short case studies on how companies are using GXS solutions.
Mobile vas markets, applications, and opportunities third edition - Reports...Reports Corner
Mobile Value-added Service (VAS) applications represent a key aspect to the ongoing success of mobile network operators and everyone in the mobile communications value chain. With core services, such as bear voice and data communications becoming commodity offerings, wireless service providers are dependent on VAS applications to drive additional revenue and improved margins.
https://www.reportscorner.com/reports/15019/Mobile-VAS-Markets,-Applications,-and-Opportunities---Third-Edition/
The 2021 State Of Ecosystem & Application Integration SurveyConnorHolbert
n 2021, companies find themselves with a new perspective,
better understanding, and a more purposeful urgency to modernize
their supply chain integration solutions.
See how the world’s leading integration experts plan to leverage
Ecosystem Integration to accelerate growth going forward.
See more here: https://www.cleo.com/reports
Real-time Communications Catching the Next WaveDialogic Inc.
A presentation by Pamela Clark-Dickson, Practice Leader of Digital Communications and Social Networking at Ovum, from the London Dialogic Application 2 Innovation (A2I) Summit, collocated with TechXLR8.
The way in which consumers communicate has changed iteratively and irrevocably since the turn of the 21st century. Today, the focus is shifting from smart-phones and social media to automation of communications via artificial intelligence and chat bots. This session explores the next wave of convergence between AI, Chat bots, IoT and customer engagement.
Global Perspectives to Mobile Access and DataAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Access and Data.
This presentation includes topics such as:
Mobile Access Revenue Growth Curves
New Evolving ECO System
Mobile Infrastructure Evolution
4G-LTE Global Service Status
How can 4G Grow the Revenues
Case Studies of Growth in Data revenues
Core Revenue Trends – Mobile Data
Industry Growth Drivers: Mobile Data and OTTs
Business of Value Added Services in New Mobile Era: From Strategy and Busines...Ali Saghaeian
Please email me "saghaeian [at] gmail.com" for any request on VAS research, consulting and training.
This presentation includes topics such as:
The mobile 3.0 – The trends for Multimedia Services and Value Added Services
The 4th revenue curve of mobile communication – The business of Value Added Services.
Differences in doing business with Multimedia and Value Added Services than voice, messaging and access (data) services.
Mobile Operator Strategy and implications for the ecosystem
The Impact of 4th curve on mobile operator’s financials
Investing in the 4th Curve
How can Operators become Digital Lifestyle Solution Providers (DLSP)?
Market Positioning as Kids / Family MVNOAli Saghaeian
Please email me "saghaeian [AT] gmail [DOT] com" for any request on MVNO research, consulting and training.
The presentation includes topics such as:
Addressing Kids’ Changing Habits;
Targeting Family / Kids Segment;
MVNO Case Studies & Success Stories;
Business Model & Customer Experience;
Kids Mobile Bundles and Offering.
Next Generation Service Platforms for Multimedia and Value Added ServicesAli Saghaeian
Some of the topics covered in this slide deck:
VoLTE: A Catalyst for Transformation
VoLTE vs OTT Voice Call
Next Generation Wi-Fi Calling
Consumer Use Cases for VoWiFi
WebRTC value-added services and Telco use-cases
IMS Underpinning for Next-Gen Telco Services
Virtualization evolution and roadmap - the path to NFV
Mobile Value Added Services (MVAS) is indeed a mounting Industry. In this time of economic recession, this industry stands strong. Investments flowing in this sector are enormous.
Omni-Channel Customer Care for telco marketing, Sandarenu Madan Arachchige, ...Alan Quayle
Sandarenu Madan Arachchige, Software Architect, hSenid Mobile. presented on omni-channel customer engagement platform for Telco’s Marketing.
It’s a common problem facing many telcos’ customers. They have multiple SIMs and accounts (pre and post-paid). Yet self-care is through multiple separate interactions. Telcos have been successful is getting customers to adopt addition services. But in the classic engineering / marketing divide. The customer experience is not yet unified.
Sandarenu showed how hSenid Mobile is solving this problem, cross the multiple interfaces customers’ use: USSD, web portal, and mobile app. Enabling a unified experience across those interfaces, and integration with bots that can generate savings of 30-40%, in addition to the customer experience improvements.
Developing Multimedia and Value Added Services (VAS) on 4G and 4.5G for Telec...Ali Saghaeian
The topics covered in this master slide deck:
* Mobile VAS and Multimedia Ecosystem and Value‐Chain over 4G and 4.5G Network: Key Drivers and Critical Success Factors
* New Service Development and Service Delivery Innovation in Mobile VAS and Multimedia
* World’s Best Practices and Success Stories in Launching Multimedia and Value Added Services
* Optimizing Strategies to Stimulate Mobile VAS Usage and Maximize Operators’ Revenues
* Driving Mobile VAS Adoption and Creating a Sustainable VAS Proposition in New Mobile Generations
* Exploring Mobile Apps Categories and Successful Mobile VAS and Multimedia Applications
* Strategies for Monetizing the Mobile Content, Services and Applications in 4G and 4.5G Market
* Value Creation and Customer Experience Management in Mobile VAS for an Enhanced Customer Journey
* Deploying Value-Added Service (VAS) Applications over LTE Network as an Advantage against Over-The-Top (OTT) Players
* Next Generation Service Platforms for Multimedia and Value Added Services
* Offering Rich Communications Services (RCS) as a Multimedia Application to combat OTT Competition
* Applications of Internet of Things (IoT), Big Data and Cloud Services in 4G-based Mobile VAS
IP for the Networked Society - how to transform your IP network to leverage new business opportunities. The continued evolution of devices, access technologies and cloud applications require new IP networks to evolve and provide high performance, personalized and agile service. This presentation will outline Ericsson’s view on how services providers transform their IP networks to enable service differentiation and business growth.
Telecom strategy review 2015: Europe (part 2)tmtventure
Orange SA, Telenor Group, Vimpelcom, Vodafone, Deustche Telecom, Telefonica and other leading European telecommunication companies.
2nd part of global telecoms strategy review. Total companies to be reviewed is about 16-18. We looked through their reports, interviews and made our own view on their strategy.
Feel free to contact us with your commentary or if you've found any mistakes.
Driving Mobile VAS Adoption and Creating a Sustainable VAS Proposition in New...Ali Saghaeian
Some of the topics covered in this slide deck:
Mobile VAS and Real time Contextual offers
Go-To-Market Solution for Next Generation Mobile Operators
Superior Monetisation Potential and Freemium Business Models
How to effectively drive Mobile VAS Adoption
Churn Reduction Potential via VAS Offering
Video Content & MNO Business Models
Spectrum of LBS applications for mobile operators with extended Wi-Fi
Mobile Voice and Messaging: Global Trends and AnalysesAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Mobile Voice and Messaging.
This presentation includes topics such as:
Analysis of Growth Curves in Mobile
Telco Voice Standards and Roadmap
Mobile Voice Revenue Growth Curves
Global VoLTE and VoWi-Fi Market
Messaging Case Studies Worldwide
Cannibalization of Voice and Messaging
OTT Messaging Traffic Worldwide
OTT Role in Telco’s Business Revolution
Deploying Value-Added Service (VAS) Applications over LTE Network as an Advan...Ali Saghaeian
Some of the topics covered in this slide deck:
Telco-OTT voice/messaging applications
App users & heavy users of legacy services
Operator-provided OTT-like communications app
Value of the messaging market and the level of threat from OTT
Operators rating their performance against OTT Players
Apps as multi-modal communication platforms
Important Factors in an OTT Service Package
This presentation provides a brief overview of the key business challenges facing the automotive industry today and how GXS helps companies address these challenges via GXS Trading Grid, the world’s largest cloud integration platform. The presentation also provides a few short case studies on how companies are using GXS solutions.
Mobile vas markets, applications, and opportunities third edition - Reports...Reports Corner
Mobile Value-added Service (VAS) applications represent a key aspect to the ongoing success of mobile network operators and everyone in the mobile communications value chain. With core services, such as bear voice and data communications becoming commodity offerings, wireless service providers are dependent on VAS applications to drive additional revenue and improved margins.
https://www.reportscorner.com/reports/15019/Mobile-VAS-Markets,-Applications,-and-Opportunities---Third-Edition/
The 2021 State Of Ecosystem & Application Integration SurveyConnorHolbert
n 2021, companies find themselves with a new perspective,
better understanding, and a more purposeful urgency to modernize
their supply chain integration solutions.
See how the world’s leading integration experts plan to leverage
Ecosystem Integration to accelerate growth going forward.
See more here: https://www.cleo.com/reports
Real-time Communications Catching the Next WaveDialogic Inc.
A presentation by Pamela Clark-Dickson, Practice Leader of Digital Communications and Social Networking at Ovum, from the London Dialogic Application 2 Innovation (A2I) Summit, collocated with TechXLR8.
The way in which consumers communicate has changed iteratively and irrevocably since the turn of the 21st century. Today, the focus is shifting from smart-phones and social media to automation of communications via artificial intelligence and chat bots. This session explores the next wave of convergence between AI, Chat bots, IoT and customer engagement.
With this study, we distill and prescribe characteristics, practices and best-in-class methods associated with "fast growers,“ which we define as companies with GAAP revenue growth rates of 30% or higher. As discovered in previous years and validated again this year, the central driving force for fast growers is the appropriate, aligned go-to-market model executed with excellence and coupled with financial discipline and investment.
Use this report to compare your business to like companies in the Edison portfolio, as well as industry guidance. These benchmarks and advice will enable you to map your own plan and journey to becoming a fast grower, or accelerate even faster to a $100M company.
Omnichannel marketing readiness in India – a Resulticks Research ReportSocial Samosa
This research by Resulticks and conducted by Valuvox presents key insights on challenges faced by Indian marketers in embracing omnichannel marketing to improve their business
Developing effective value creation in digital advertising. Focuses on how programmatic media buying strategy can identify value which enables brands to build upon customer relationships. By aligning operations and analysis around overall marketing strategies programmatic media industry participants can increase the vale they provide.
Relatório da pesquisa "Lead Generation Strategy Outlook Report", da Ascend2, que foi tema de podcast e matéria publicados pela Tracto. Debatedores: Luisa Barwinski e Cassio Politi.
The most comprehensive marketing report of 2015 is here. Salesforce surveyed over 5,000 marketers globally to understand top priorities for 2015 across all digital channels. Inside this second annual report, you get an unparalleled look at the modern marketer’s mindset, including:
3 most pressing business challenges
Top 5 areas for increased spending
Biggest changes from 2014
Hottest trends in social, mobile, and email marketing
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
Die C-Level Linienfunktion CMO (Cief Marketing Officer) wir immer wichtiger. Hier ist ein White Paper zu den Anforderungen denen sich CMOs aktuell stellen müssen.
Vielen Dank für das White Paper an Sheryl Pattekwith, David M. Cooperstein und Alexandra Hayes von Heidrick & Struggles.
2014 Demand Metric Outlook Study: Highlights & HorizonsDemand Metric
There’s little doubt that 2013 was the Year of the Customer. Successful companies have always known that the “Customer is King.” What was different about 2013 was that companies, particularly their marketing and sales organizations, had better tools with which to understand their needs, wants and desires and better ways to serve these needs.
2013 was also the year in which the Modern Marketing Organization consolidated and deepened its role within large and mid-sized organizations as the owner and driver of revenue-producing initiatives and programs. More than ever before, Marketing has direct control over the sales/buying process and with it the customer journey. That change has given Marketing more opportunity to prove its value to the company, while at the same time increasing pressure to deliver results with measureable advances in performance and productivity.
This premier Demand Metric Outlook Study will examine Highlights of 2013: Our best research, great marketing moments and major
influencers in our industry as shared by our Research Directors and Senior Analyst Network.
In the Horizons section of this study, we pull out our crystal balls and share our predictions for trends, new ideas and emerging vendors and
products we see on the Horizon for 2014.
To obtain this document, visit us at http://www.demandmetric.com/register
This new Spotlight Report explores the goals and challenges associated with marketing analytics. It shows how marketing success is measured, evaluated, reported and optimized. The report data and charts are based on a comprehensive survey of marketing professionals in our Technology Marketing Community on LinkedIn.
Key findings include:
- Marketers expect four key benefits from marketing analytics: (1) better understanding which marketing platforms deliver the most ROI, (2) better prioritization of marketing tactics, (3) better marketing message and positioning, and (4) better demonstration of the value marketing contributes to sales.
- Gaining actionable insights from marketing analytics is by far the most important business objective. Being able to combine data to achieve those insights is the top operational objective.
- Lack of resources, data quality, and lack of system integration are the most mentioned challenges.
- Marketing analytics budgets are expected to grow for about half of respondents.
- The most popular applications for marketing analytics are Google Analytics and Microsoft Excel.
We hope you will enjoy the report - you can download it here: http://www.marketingbuddy.com/download-the-marketing-analytics-report/
Today's technology gives us the ability to know exactly where are marketing dollars are being spent, the problem is that we don't have the data. It's not that we dont't have enough data, it's that we're drowning in the data that we have. It's sorting through that data and making sense of it that's the problem. The data needs to be presented in a sensible format to use it effectively. This is precisely why we asked 274 marketing professionals from a broad cross-section of industries and roles about their experience with data in their companies. The results were insightful!
Ericsson Technology Review: Versatile Video Coding explained – the future of ...Ericsson
Continuous innovation in 5G networks is creating new opportunities for video-enabled services for both consumers and industries, particularly in areas such as the Internet of Things and the automotive sector. These new services are expected to rely on continued video evolution toward 8K resolutions and beyond, and on new strict requirements such as low end-to-end latency for video delivery.
The latest Ericsson Technology Review article explores recent developments in video compression technology and introduces Versatile Video Coding (VVC) – a significant improvement on existing video codecs that we think deserves to be widely deployed in the market. VVC has the potential both to enhance the user experience for existing video services and offer an appropriate performance level for new media services over 5G networks.
BRIDGING THE GAP BETWEEN PHYSICAL AND DIGITAL REALITIES
The key role that connectivity plays in our personal and professional lives has never been more obvious than it is today. Thankfully, despite the sudden, dramatic changes in our behavior earlier this year, networks all around the world have proven to be highly resilient. At Ericsson, we’re committed to ensuring that the network platform continues to improve its ability to meet the full range of societal needs as well as supporting enterprises to stay competitive in the long term. We know that greater agility and speed will be essential.
This issue of our magazine includes several articles that explain Ericsson’s approach to future network development, including my annual technology trends article. The seven trends on this year’s list serve as a critical cornerstone in the development of a common Ericsson vision of what future networks will provide, and what sort of technology evolution will be required to get there.
ERIK EKUDDEN
Senior Vice President, Chief Technology Officer and Head of Group Function Technology
Ericsson Technology Review: Integrated access and backhaul – a new type of wi...Ericsson
Today millimeter wave (mmWave) spectrum is valued mainly because it can be used to achieve high speeds and capacities when combined with spectrum assets below 6GHz. But it can provide other benefits as well. For example, mmWave spectrum makes it possible to use a promising new wireless backhaul solution for 5G New Radio – integrated access and backhaul (IAB) – to densify networks with multi-band radio sites at street level.
This Ericsson Technology Review article explains the IAB concept at a high level, presenting its architecture and key characteristics, as well as examining its advantages and disadvantages compared with other backhaul technologies. It concludes with a presentation of the promising results of several simulations that tested IAB as a backhaul option for street sites in both urban and suburban areas.
Ericsson Technology Review: Critical IoT connectivity: Ideal for time-critica...Ericsson
Critical Internet of Things (IoT) connectivity is an emerging concept in IoT development that enables more efficient and innovative services across a wide range of industries by reliably meeting time-critical communication needs. Mobile network operators (MNOs) are in the perfect position to enable these types of time-critical services due to their ability to leverage advanced 5G networks in a systematic and cost-effective way.
This Ericsson Technology Review article explores the benefits of Critical IoT connectivity in areas such as industrial control, mobility automation, remote control and real-time media. It also provides an overview of key network technologies and architectures. It concludes with several case studies based on two deployment scenarios – wide area and local area – that illustrate how well suited 5G spectrum assets are for Critical IoT use cases.
5G New Radio has already evolved in important ways since the 3GPP standardized Release 15 in late 2018. The significant enhancements in Releases 16 and 17 are certain to play a critical role in expanding both the availability and the applicability of 5G NR in both industry and public services in the near future.
This Ericsson Technology Review article summarizes the most notable new developments in releases 16 and 17, grouped into two categories: enhancements to existing features and features that address new verticals and deployment scenarios. This analysis and our insights about the future beyond Release 17 is an important component of our work to help mobile network operators and other stakeholders better understand and plan for the many new 5G NR opportunities that are on the horizon.
Ericsson Technology Review: The future of cloud computing: Highly distributed...Ericsson
The growing interest in cloud computing scenarios that incorporate both distributed computing capabilities and heterogeneous hardware presents a significant opportunity for network operators. With a vast distributed system (the telco network) already in place, the telecom industry has a significant advantage in the transition toward distributed cloud computing.
This Ericsson Technology Review article explores the future of cloud computing from the perspective of network operators, examining how they can best manage the complexity of future cloud deployments and overcome the technical challenges. Redefining cloud to expose and optimize the use of heterogeneous resources is not straightforward, but we are confident that our use cases and proof points validate our approach and will gain traction both in the telecommunications community and beyond.
Ericsson Technology Review: Optimizing UICC modules for IoT applicationsEricsson
Commonly referred to as SIM cards, the universal integrated circuit cards (UICCs) used in all cellular devices today are in fact complex and powerful minicomputers capable of much more than most Internet of Things (IoT) applications require. Until a simpler and less costly alternative becomes available, action must be taken to ensure that the relatively high price of UICC modules does not hamper IoT growth.
This Ericsson Technology Review article presents two mid-term approaches. The first is to make use of techniques that reduce the complexity of using UICCs in IoT applications, while the second is to use the UICCs’ excess capacity for additional value generation. Those who wish to exploit the potential of the UICCs to better support IoT applications have the opportunity to use them as cryptographic storage, to run higher-layer protocol stacks and/or as supervisory entities, for example.
Mobile data traffic volumes are expected to increase by a factor of four by 2025, and 45 percent of that traffic will be carried by 5G networks. To deliver on customer expectations in this rapidly changing environment, communication service providers must overcome challenges in three key areas: building sufficient capacity, resolving operational inefficiencies through automation and artificial intelligence, and improving service differentiation. This issue of ETR magazine provides insights about how to tackle all three.
Ericsson Technology Review: 5G BSS: Evolving BSS to fit the 5G economyEricsson
The 5G network evolution has opened up an abundance of new business opportunities for communication service providers (CSPs) in verticals such as industrial automation, security, health care and automotive. In order to successfully capitalize on them, CSPs must have business support systems (BSS) that are evolved to manage complex value chains and support new business models. Optimized information models and a high degree of automation are required to handle huge numbers of devices through open interfaces.
This Ericsson Technology Review article explains how 5G-evolved BSS can help CSPs transform themselves from traditional network developers to service enablers for 5G and the Internet of Things, and ultimately to service creators with the ability to collaborate beyond telecoms and establish lucrative digital value systems.
Ericsson Technology Review: 5G migration strategy from EPS to 5G systemEricsson
For many operators, the introduction of the 5G System (5GS) to provide wide-area services in existing Evolved Packet System (EPS) deployments is a necessary step toward creating a full-service, future-proof 5GS in the longer term. The creation of a combined 4G-5G network requires careful planning and a holistic strategy, as the introduction of 5GS has significant impacts across all network domains, including the RAN, packet core, user data and policies, and services, as well as affecting devices and backend systems.
This Ericsson Technology Review article provides an overview of all the aspects that operators need to consider when putting together a robust EPS-to-5GS migration strategy and provides guidance about how they can adapt the transition to address their particular needs per domain.
Ericsson Technology Review: Creating the next-generation edge-cloud ecosystemEricsson
The surge in data volume that will come from the massive number of devices enabled by 5G has made edge computing more important than ever before. Beyond its abilities to reduce network traffic and improve user experience, edge computing will also play a critical role in enabling use cases for ultra-reliable low-latency communication in industrial manufacturing and a variety of other sectors.
This Ericsson Technology Review article explores the topic of how to deliver distributed edge computing solutions that can host different kinds of platforms and applications and provide a high level of flexibility for application developers. Rather than building a new application ecosystem and platform, we strongly recommend reusing industrialized and proven capabilities, utilizing the momentum created with Cloud Native Computing Foundation, and ensuring backward compatibility.
The rise of the innovation platform
Society and industry are transforming at an unprecedented rate. At the same time, the network platform is emerging as an innovation platform with the potential to offer all the connectivity, processing, storage and security needed by current and future applications. In my 2019 trends article, featured in this issue of Ericsson Technology Review, I share my view of the future network platform in relation to six key technology trends.
This issue of the magazine also addresses critical topics such as trust enablement, the extension of computing resources all the way to the edge of the mobile network, the growing impact of the cloud in the telco domain, overcoming latency and battery consumption challenges, and the need for end-to-end connectivity. I hope it provides you with valuable insights about how to overcome the challenges ahead and take full advantage of new opportunities.
Ericsson Technology Review: Spotlight on the Internet of ThingsEricsson
The Internet of Things (IoT) has emerged as a fundamental cornerstone in the digitalization of both industry and society as a whole. It represents a huge opportunity not only in economic terms, but also from a global challenges perspective – making it easier for governments, non-governmental organizations and the private sector to address pressing food, energy, water and climate related issues.
5G and the IoT are closely intertwined. One of the biggest innovations within 5G is support for the IoT in all its forms, both by addressing mission criticality as well as making it possible to connect low-cost, long-battery-life sensors.
With this in mind, we decided to create a special issue of Ericsson Technology Review solely focused on IoT opportunities and challenges. I hope it provides you with valuable insights about the IoT-related opportunities available to your organization, along with ideas about how we can overcome the challenges ahead.
Ericsson Technology Review: Driving transformation in the automotive and road...Ericsson
A variety of automotive and transport services that require cellular connectivity are already in commercial operation today, and many more are yet to come. Among other things, these services will improve road safety and traffic efficiency, saving lives and helping to reduce the emissions that contribute to climate change. At Ericsson, we believe that the best way to address the growing connectivity needs of this industry sector is through a common network solution, as opposed to taking a single-segment silo approach.
The latest Ericsson Technology Review article explains how the ongoing rollout of 5G provides a cost-efficient and feature-rich foundation for a horizontal multiservice network that can meet the connectivity needs of the automotive and transport ecosystem. It also outlines the key challenges and presents potential solutions.
This presentation explains the importance of SD-WAN technology as part of the Enterprise digital transformation strategy. It goes over the first wave of SD-WAN in a single vendor deployment, with Do-it-yourself (DIY) as the preferred model. Then continues with the importance of orchestration in the second wave of SD-WAN deployments in a multi-vendor ecosystem, turning to SD-WAN Managed Services as the preferred model. It ends up with some examples of use cases and the Verizon customer case. More information on Ericsson Dynamic orchestration - http://m.eric.sn/6rsZ30psKLu
Ericsson Technology Review: 5G-TSN integration meets networking requirements ...Ericsson
Time-Sensitive Networking (TSN) is becoming the standard Ethernet-based technology for converged networks of Industry 4.0. Understanding the importance and relevance of TSN features, as well as the capabilities that allow 5G to achieve wireless deterministic and time-sensitive communication, is essential to industrial automation in the future.
The latest Ericsson Technology Review article explains how TSN is an enabler of Industry 4.0, and that together with 5G URLLC capabilities, the two key technologies can be combined and integrated to provide deterministic connectivity end to end. It also discusses TSN standards and the value of the TSN toolbox for next generation industrial automation networks.
Ericsson Technology Review: Meeting 5G latency requirements with inactive stateEricsson
Low latency communication and minimal battery consumption are key requirements of many 5G and IoT use cases, including smart transport and critical control of remote devices. Thanks to Ericsson’s 4G/5G research activities and lessons learned from legacy networks, we have identified solutions that address both of these requirements by reducing the amount of signaling required during state transitions, and shared our discoveries with the 3GPP.
This Ericsson Technology Review article explains the why and how behind the new Radio Resource Control (RRC) state model in the standalone version of the 5G New Radio standard, which features a new, Ericsson-developed state called inactive. On top of overcoming latency and battery consumption challenges, the new state also increases overall system capacity by decreasing the processing effort in the network.
Ericsson Technology Review: Cloud-native application design in the telecom do...Ericsson
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This Ericsson Technology Review article explains the opportunities that CNCF technology has enabled, as well as unveiling key aspects of our application development framework, which is designed to help navigate the transition to a cloud-native approach. It also discusses the challenges that the large-scale reuse of open-source technology can raise, along with key strategies for how to mitigate them.
Ericsson Technology Review: Service exposure: a critical capability in a 5G w...Ericsson
To meet the requirements of use cases in areas such as the Internet of Things, AR/VR, Industry 4.0 and the automotive sector, operators need to be able to provide computing resources across the whole telco domain – all the way to the edge of the mobile network. Service exposure and APIs will play a key role in creating solutions that are both effective and cost efficient.
The latest Ericsson Technology Review article explores recent advances in the service exposure area that have resulted from the move toward 5G and the adoption of cloud-native principles, as well as the combination of Service-based Architecture, microservices and container technologies. It includes examples that illustrate how service exposure can be deployed in a multitude of locations, each with a different set of requirements that drive modularity and configurability needs.
2. 2 ERICSSON GROWTH CODES REPORT MAY 2015
Introduction
There has been a widely held view in the market that
operators are struggling to generate growth as they
move into a smartphone and data-centric world.
However, some operators around the world are proving
this to be false. They are prospering thanks to large
amounts of data and the usage of new services –
not in spite of them.
We have identified what makes a frontrunner:
operators with superior service revenue growth
and a high share of non-voice revenues. We have
found the common components and significant
differences in their strategies for profitable and
sustainable growth. Our key finding was that
there are six common traits that are shared by
frontrunners – we call these Growth Codes.
GROWTH
CODES
Market your
performance
leadership
Measure and manage
user experience
Create
innovative
offerings
Create strategic
partnership for
innovation
Embrace innovation
Create performance
gap to competitors
Gap
Minding
Streetwise
Metrics
Showcasing
Unboxing
Eco-Systematic
Co-Partnering
DRIVE USAGE MONETIZE USAGE
The Growth Codes
Rather than specify a single recipe for success,
Growth Codes represent a consistent approach
taken by frontrunners to generate profitable
revenue growth in their own markets.
IDENTIFYING FRONTRUNNERS 3
A MINDSET FOR SUCCESS 5
STRATEGIES TO PROFITABLE GROWTH 7
BEHIND FRONTRUNNER EMERGENCE 10
LINKING STRATEGIES TO CODES 11
contents
3. ERICSSON GROWTH CODES REPORT MAY 2015 3
IDENTIFYING
FRONTRUNNERS
Frontrunners were identified using three criteria:
> Achieving a healthy annual revenue growth
signified by 5 percent or higher
Maturity in respect to capturing business
through a higher proportion of non-voice
revenue, beyond 25 percent
Remaining profitable through positive EBITDA
These operators have market-leading revenue
growth and leverage on their strong performance
in non-voice revenue segments. We also looked
at how these frontrunners were able to maintain
stability and sometimes grow their voice revenue.
From just 12 frontrunners in 2013, to around 20 in 2014,
it is forecast that by the end of 2015 there will be 30.
This study sheds light on how the six different codes
are used in conjunction with strategies deployed in
unique market conditions.
Frontrunner performance
These operators have succeeded through a combined
focus on technology and a go-to-market strategy
across the six Growth Codes, monetizing on the
increased data and services usage. As Figure 1 shows,
these operators were able to achieve an average
12.4 percent CAGR in revenue 2010–2014, compared
to their peers on the same market at 7.3 percent.
These frontrunner operators have not only been able to
drive top-line revenue, they have done so profitably.
Frontrunner dynamics
The criteria used to identify frontrunners is
formulated based on the entire results of a given
year. Dependent on the maturity of the market
and the dynamics of growth, some frontrunners
that previously satisfied the criteria might drop
out. The frontrunners that drop out due to not
entirely fulfilling the criteria do not contribute to
the total number of frontrunners in the drop-out
year. That being said, an operator that stops
being a frontrunner may still
exhibit the traits of Growth Codes,
in light of unique market growth
activity and relative performance.
Figure 1: Average CAGR of included operators
80%
100%
120%
140%
160%
180%
Q4
2014
Q3
2014
Q2
2013
Q1
2013
Q4
2012
Q3
2012
Q2
2012
Q1
2012
Q4
2011
Q3
2011
Q2
2011
Q1
2011
Q4
2010
Q3
2010
Q2
2010
Q1
2010
Q3
2013
Q4
2013
Q1
2014
Q2
2014
Peer
Frontrunner
Source: Ericsson analysis based on data from Strategy Analytics
Peers
achieved
Frontrunners
achieved
7.3%
12.4%
CAGR
CAGR
4. Rest of
the market
achieved
-1.4%CAGR
Figure 2: CAGR of total revenue per group
An increasing share of reported revenue comes from
data. These frontrunners each have quite different
starting points; they may be leaders or challengers in
their own markets, or active in markets with different
levels of maturity.
Interestingly, it was noted that the presence of a
frontrunner in a market could be a passive driver for
their peers to achieve a stronger performance. When
looking at the entire industry, through the summation
of revenues (Figure 2), we note that frontrunners’
CAGR is at 9.6 percent, their peers are at 2.7 percent
and the rest of the market is at -1.4 percent.
4 ERICSSON GROWTH CODES REPORT MAY 2015
80%
100%
120%
140%
2010 2011 2012 2013 2014
The rest
Peer
Frontrunner
Source: Ericsson analysis based on data from Strategy Analytics
Peer group
achieved
Frontrunner
group achieved
2.7%
9.6%
CAGR
CAGR
5. A MINDSET
FOR SUCCESS
ERICSSON GROWTH CODES REPORT MAY 2015 5
Quality of service is the foundation of growth
Independent of the market role that a frontrunner
takes, we have found a clear pattern in growth
strategies; there is huge emphasis on the quality
of service as the foundation of growth. Network
performance also has a prominent position in the
growth strategy of all frontrunners and remains a
constant focus. We have found that frontrunners
leverage this in two different ways.
Some frontrunners use network performance as
a differentiator. They constantly strive for superior
performance compared with their competitors.
The frontrunner approach to growth
Frontrunners are characterized by a mindset that
challenges conventions to make connectivity more
available to people, businesses and society. They seek
new ways of doing business, leading the transformation
of their customers’ lifestyles. In order to achieve this,
frontrunners deploy growth strategies with a dual focus,
enhancing their core business while at the same time
exploring new markets and capabilities to secure
future revenues.
In this report, we are focusing on the strategies for
current growth, in order to understand what has made
this particular group of operators so successful.
Others emphasize the importance of network
performance in order to meet customer expectations.
They typically have not had a leading position in the
market and have realized the need to avoid a head-on
collision in direct competition. Rather they diversify
their focus into both the understanding of users and
incorporating that into their Quality of Service. They
are usually motivated by a competitor with superior
network performance driving the average customer
expectation higher.
You need to have a credible
network, it’s a must have.”
CSO, Frontrunner North America
Frontrunners seek new ways
of doing business, leading the
of their customers’ lifestyles
transformation
6. 6 ERICSSON GROWTH CODES REPORT MAY 2015
Through investigating frontrunners’ differentiation, market, customers and
product scope, as well as their approaches to technology and operations,
we identified three different strategies that frontrunners adopt:
Each of the three strategies has five components,
as displayed in Figure 3. These five categories are
made up of the following:
Figure 3: Investigating the three strategies
DIFFERENTIATION
MARKET SCOPE
CUSTOMER SCOPE
PRODUCT SCOPE
TECHNOLOGY AND OPERATIONS
3 STRATEGIES
Quality-led
progression
Market-led
adaptation
Offering-led
transformation
Differentiation
What’s the main differentiation in the way they conduct
their business, how do they see themselves in respect
to the market, and how does the user see them?
Market scope
How do they market their offerings to the user and
what channels/tactics do they utilize?
Customer scope
What customer elements do they focus on and
how do they deliver on these?
Product scope
What products do they offer and how does their
portfolio variety play into their strategy?
Technology and operations
What kind of partnerships do they utilize and how
do they become more than a simple connectivity and
communications platform provider? Is there a focus
on internal efficiency?
7. STRATEGIES TO
PROFITABLE GROWTH
ERICSSON GROWTH CODES REPORT MAY 2015 7
The framework used to structure this study is from the
Colin Campbell-Hunt, Strategic Management journal
titled ‘What have we learned from generic competitive
strategies?’. This framework is based on 17 generic
competitive strategies covering more than 6,000 firms,
in which strategy classifications are reflected back to
the ones that correlate with financial return and growth.
Frontrunners that take a quality-led progression
strategy differentiate themselves due to their
high-performing networks and services,
as well as strong brand preference.
Differentiation
Invest in a high-performing network
and high brand preference
Focus on core products and services
Project the brand image of a high-performing
network to consumers using simple messaging
Diversify the business growth strategy
Market scope
High brand preference through sales
and service quality
Aim to be close to a broad customer base
through distribution channels
Customer scope
Address all major segments,
consumers and enterprises
A consistent customer experience
and focus on gap filling
Product scope
Rarely first to market, and rely on an
extensive high-quality service portfolio,
converged offerings and customized solutions
Few strategic partnerships
Technology and operations
Fully-fledged variety of support platforms
and processes
Relatively low focus on efficiency
QUALITY-LED PROGRESSION
CUSTOMER
NETWORK
MOBILE
DATA
BUSINESS
The study’s research included analyzing financial
statements and interviews with frontrunners’
C-Suites, across a variety of countries.
The result was the identification of the three
different strategies adopted by frontrunners:
Quality-led progression
Market-led adaptation
Offering-led transformation
36% Revenue growth over 5 years
CASE STUDY
Frontrunners in practice
American operator
Significant lead in data coverage
Showcasing extent of coverage
visually against the competitors
8. 8 ERICSSON GROWTH CODES REPORT MAY 2015
Frontrunners that adopt a market-led adaptation
strategy are differentiated thanks to their quick
adaptation to market conditions.
Differentiation
Quick adaption to market conditions
Market scope
Generally more selective distribution,
for example, some channels, fewer resellers,
more online
Often utilize sub-brands to target
certain segments
Customer scope
Focus on providing a superior end-to-end
experience for the selected target segments
through being close to the user and
understanding their needs
Product scope
Fast followers of new products and services
Medium-sized portfolio with some degree
of customized solutions
Some strategic partnerships
Technology and operations
Medium focus on operational efficiency
Agile business support systems and
processes in key areas
We think from a customer
point of view, putting the
customers at the center
of everything we do.”
COO, Frontrunner Asia Pacific
28% Year-on-year subscriber growth
in targeted segment
CUSTOMER
NETWORK
MOBILE
DATA
GROWTH
MARKET-LED ADAPTATION
CASE STUDY
Frontrunners in practice
Global operator
Fast follower
Tailored bundling for targeted segments
– Targeted service for a vertical segment
Innovative billing
Reuse strategy in other markets
9. ERICSSON GROWTH CODES REPORT MAY 2015 9
As it is a highly competitive
market, we continuously
create new offerings.”
CSO, Frontrunner North America
An offering-led transformation strategy sets
frontrunners apart from rivals with its uniquely
designed offerings that redefine customer value.
Differentiation
Uniquely designed offerings and first to market
Market scope
Sales and marketing efforts rely on their
unique offering
Often relying on growth from certain segments
High focus on market innovation
Customer scope
Continuously renewing offerings to promote
customer interest and loyalty
Focus on customer satisfaction and brand
Product scope
Many strategic partnerships with attractive,
leading companies
Technology and operations
High focus on operational efficiency
State-of-the art business support systems
and related processes
13% Year-on-year growth
in total revenue
CUSTOMER
NETWORK
MOBILE
DATA
LTE
OFFERING-LED TRANSFORMATION
CASE STUDY
Frontrunners in practice
Asian operator
Open-ended innovation
Improved brand sentiment and NPS
through strategic partnering and improved
network performance
Attractive plans targeting pre-paid users
10. BEHIND FRONTRUNNER
EMERGENCE
10 ERICSSON GROWTH CODES REPORT MAY 2015
Crowning an operator as a frontrunner does not come
with any requirements in terms of size or position in the
market. The diverse elements of the three strategies
show that there is a fine balance between the focus on
the superior technological network performance and
knowing exactly what the customer wants.
This balance is achieved through a combination of
methods, ensuring that an operator’s strategy fits
the technology evolution strategy and aligns with
consumer readiness, willingness to pay and the
go-to-market dynamics.
Between 2012 and 2015, we have seen a diverse set of
strategies deployed by each frontrunner. In 2012, the
majority were leveraging their size and assets to deliver
superior quality and thereby achieve profitable growth.
With time, we have seen that operators applying other
types of strategies are also emerging as frontrunners,
indicating that profitable growth can be achieved
through different strategic directions.
As the markets evolved, other strategies started shining
and gaining more momentum. It is likely that these
strategies were applied by the challengers to capture
some market share, without a head-on collision that
would create a price war. Figure 4 highlights each
strategy adopted by frontrunners between 2013 and
2015. As time progresses, it has become clear that all
three strategies can garner success.
Size doesn’t matter
By observing frontrunners over the same timeframe
and focusing on their market position, we see that
they are found in both market leader and challenger
positions. In fact, in 2013 the majority of frontrunners
were positioned third in their respective markets.
We have found no direct correlation between being a
frontrunner and the size of an operator’s subscriber
base. The frontrunners in the study have between a
few million and hundreds of millions of subscribers.
This indicates that profitable growth can be achieved
regardless of market size or position, and that smaller
markets with fewer subscribers pose no hindrance to
becoming a frontrunner.
Figure 4: Frontrunner emergence through varying strategies
Figure 5: Market share distribution
NumberoffrontrunnersNumberoffrontrunners
2013
2013
12
12
2014
20
2014
20
2015
30
2015
30
Offering-led transformation
Market-led adaptation
Quality-led progression
Market share position 1
Market share position 2
Market share position 3
Source: Ericsson analysis
Source: Ericsson analysis
11. LINKING STRATEGIES
TO CODES
ERICSSON GROWTH CODES REPORT MAY 2015 11
Quality-led progression
Differentiate on high-performing network and brand preference
A network performance gap is created between competitors in
the market through the Gap Minding code. This is coupled with
the ability to showcase this gap in a simple and understandable
manner. There also needs to be a focus on creating innovative
offerings that capture customer value effectively, which is known
as Unboxing. Frontrunners using this strategy will partner with
organizations that share a similar innovative mindset, which refers
to Co-Partnering.
Offering-led transformation
Differentiate on being first to market with uniquely designed offerings
This approach understands the need for Gap Minding in terms
of network performance, and operators target the segments that
their innovative offerings are directly impacting. Their Unboxing
considerations are very strong, they are Eco-Systematic and do not regard
OTT players as threats, but instead generally leverage their offerings.
Market-led adaptation
Differentiate on quick adaptation to market conditions
Frontrunners look to understand, measure and manage
user experience through Streetwise Metrics. This strategy
quickly adapts to market conditions and the need for
targeted segments, so frontrunners showcase their user
experience to a select set of segments. These frontrunners
mirror other successful offerings from competitors, but add
value by capturing more customer needs.
Streetwise Metrics
Streetwise Metrics
Streetwise Metrics
Eco-Systematic
Eco-Systematic
Eco-Systematic
Gap Minding
Gap Minding
Gap Minding
Co-Partnering
Co-Partnering
Co-Partnering
Showcasing
Showcasing
Showcasing
Unboxing
Unboxing
Unboxing
The use of Growth Codes varies for each strategy. Frontrunners
will place higher importance on some codes, but will also
complement them with others.