The document discusses the challenges facing the mobile telecommunications industry and the role the author hopes to play in addressing those challenges. It identifies four key regions - Africa/Southern Asia, emerging markets, Europe, and developed markets - each with different characteristics and challenges. These include increasing connectivity and technological adoption while maintaining profitability. The author believes obtaining new skills from an IMBA, learning from others' global experiences and ideas, applying creativity, understanding consumers, and demonstrating leadership can help them become part of the industry's solution by developing and executing ideas to address these challenges.

1. H. What do you believe are the greatest challenges facing the sector or
industry you would like to specialize in at IE? What role do you hope to
be able to play in this sector or industry in the medium term?

2. Page 2
Executive Summary: Mobile Telecommunications Industry and the role I hope to be able to play
Situation
Challenges
My Role
- Mobile Telecommunications has transformed the world by giving access to faster critical information through voice calls,
text messages and the Internet; all now available in the palm of your hand by telephones, and more so recently with the
rise of Smartphones
-Mobile Telecoms, being a young industry, has portrayed incredible growth for the past years functioning primarily as an
enabler of development and economic growth by fulfilling communication and information needs. Therefore, we now have
the possibility to reduce distances, timings and costs fostering positive direct impacts on worldwide productivity
-As a result, we have now more efficient global markets where consumers have the tools to make smarter consumption
decisions based on immediate information; thus, pushing competition, innovation and development to new levels
-Telecom Industry has faced several challenges that differ from peculiarities and symptoms among regions based on
service penetration and their technological adaptation curve. Their main differences are basically shadowing their
economic status within the world
-Economic stability, educational barriers, data penetration impacts on traditional Voice & SMS revenues, supporting data
penetration through increased subsidies and CAPEX over diminished revenues, high competitive grounds and regulative
pressures are some of the issues that make the Industry such a challenging one to work in
-I hope to become part of Mobile Industry´s solution by :
• Obtaining new skills
• Learning from others
• Generating creative ideas
• Understanding consumers
• Thus, leading the creation and execution of solutions

3. Page 3
Mobile telecommunications is then, a service that provides instant information by
allowing the possibility to make phone calls, send text messages or navigate the
internet through electronic devices.
Over time, this has simplified daily activities by reducing: distances, time-to-market
and costs resulting in higher quality of life for people and increased performance to all
other industries.
“Telecommunications is the exchange of information
over significant distances by electronic means”*
* Source: techtarget, http://searchtelecom.techtarget.com/definition/telecommunications
Telephone
invented,
1876
First dial
telephone,
1891
Princess
Phone
Introduced,
1958
1st Touch
Tone
telephone,
1960
First e-mail
message,
1972
First Cellular
phones,
1984
Worldwide
Web is born,
1998
The “Thin
Phone, 2000
The “Web
Phone”,
2000

4. Page 4
Mobile Telecoms in addition to being a facilitator of productivity; is also an additional source for
public funds, providing relevant impact on economic growth. However, the expectation is to become
not only an enabler of growth; but also, a more significant economic player
1.0%
0.3%
0.3% 3.6%
2.0%
Mobile Operators Related
Industries
General
Economy
Productivity
Increase
Other Industries
Total Impact
2013 Telecom GDP Impact
($BN) *
* Source: GSMA Intelligence
**Mobile Ecosystem: Infraestructure and Support Services, Mobile Network Operators, Handset Manufacturers, Distributors and Retailers, Content
and Services
672
196
174
1325 2367
135.7
35.4
57.3
107.3
Service VAT Handset VAT &
Customs
Corporate Tax Employee
Income & Social
Securtiy
TOTAL
Mobile ecosystem contribution to public funding
2013 Public Funding (US$BN)* 335.7
Forecast on
Telecoms
GDP Impact
2367
2634
2882
3113
3328
3560
3803
4055
2000
2500
3000
3500
4000
4500
2013 2014 2015 2016 2017 2018 2019 2020
Forecast on
mobile
ecosystem
contribution to
public funding
Mobile ecosystem**
($BN) *
3.6%
4%
4.2%
4.4%
4.6%
4.8%
4.9%
5.1%
336
359
379
398
414
430
447
465
300
350
400
450
500
2013 2014 2015 2016 2017 2018 2019 2020
($BN) *

5. Page 5
As a result, other industries become highly productive as they are provided with more and better
tools to better understand markets and new demands for higher quality products by consumers.
Thus, we find new optimized and innovative solutions as never seen before.
Need Information?
Someone has
always the answer.
Quick business
meeting?
Make a conference call.
Interview
abroad?
There are no
borders.
Market your product?
Social media knows
better.
Looking for best prices?
Compare.
Want to know more from clients?
Follow them.

6. Page 6
Now the CHALLENGE relies on maintaining continued
growth and profitability in an actual business model
where some regions have reached almost full maturity
while others lack capacities for adopting new
technologies
“Alice: This is impossible.
The Mad Hatter: Only if you believe it is,”
Lewis Carroll, Alice in Wonderland

7. Page 7
Region #1
Africa and Southern Asia
Characteristics*
1 • Unique subscriber penetration on average on
one third of the population
• Market predominantly prepaid (no contract) –
90% of connections still using 2G**
• Smartphones are less than 10% of total
connections
• Promoting voice & SMS subscriber
penetration:
• Increase basic services penetration
(Voice & SMS) where prices are higher
than purchasing capabilities
• Increase network coverage on remote
areas where even basic needs such as
electricity are lacking
• Remaining Profitable:
• Increase customer base over the
world´s most challenging economic
region compromising revenues from
basic services to become affordable
• Increased CAPEX needed to comply
with network coverage demands where
having more subsidy costs and lower
prices are necessary to increase
penetration
• Increasing technological adoption:
• Overcoming illiteracy barriers for
adoption
• Providing affordable devices which
means additional subsidy costs
Challenges
30%
Unique Subs Penetration,2012*
7%
Smartphone % of total connections, 2012 average*
3%
Contract Penetration %
of population, 2012 average*
Network % of total
connections , 2012 average*
* Source: GSMA Intelligence
** 2G Techonology Network: Allows digital phone calls and messaging but limited data rates – difficult to support demand for internet/e-mail
***3G Technology Network: Allows phone calls, messaging, and data - better internet experience
89% - 2G**
11% - 3G***
Region #1: Africa and Southern Asia – Characteristics and Challenges

8. Page 8
Region #2 : Emerging Markets
China, Brazil, Russia, South Africa
Eastern Europe, Latin America, Asia
Characteristics*
2 • Unique subscriber penetration has increased
steadily from 7% in 2000
• Contract based clients are still relatively low
growing at great pace & 3G*** adoption
begins to take off.
• Smartphones are now almost a quarter from
total connections
• Promoting voice, SMS & data subscriber
penetration:
• Increasing penetration while
balancing rural demand for low prices
and actual revenues coming from
mature urban areas.
• Promoting data penetration balancing
revenues from traditional voice &
SMS businesses that are beginning to
suffer from data adoption (substitution)
combined with lower data prices driven
by the need to increase penetration.
• Remaining Profitable:
• In addition to opportunity costs coming
from affordable voice, SMS and data
prices, managing sustainable revenue
is needed to foster additional CAPEX
to complete urban demands for 3G
and 4G-LTE**** networks.
• Increasing Technological adoption:
• Device affordability is still difficult ,and
with Smartphones being a solution to
increase revenues, it places pressure
for faster adoption rates that lead to
increase subsidy costs throughout the
entire value chain.
Challenges
48%
Unique Subs Penetration,2012*
22%
Smartphone % of total connections, 2012 average*
17%
Contract Penetration %
of population, 2012 average*
Network % of total
connections , 2012 average*
* Source: GSMA Intelligence
** 2G: Allows digital phone calls and messaging but limited data rates – difficult to support demand for internet/e-mail, ***3G: Allows phone calls,
messaging, and data - better internet experience, ****4G-LTE: All-IP services (including voice, messaging) - faster broadband internet, lower latency
77% - 2G**
23% - 3G***
Region #2: China, Brazil, Russia, South Africa, Eastern Europe, Latin America, and Asia
Characteristics and Challenges

9. Page 9
Region #3 : Europe
Characteristics*
3 • Unique subscriber penetration has reached an
incredible 81%
• Contract based clients lies in 51% & 3G***
adoption is half way through.
• Smartphones are reaching the 40% threshold
• Obtaining continued growth:
• Promoting growth without depending
on revenues coming from an
increased consumer base.
• Relying on economic performance in
highly competitive grounds that are
continuously pushing the already
downward trend of low prices.
• Depending on growth solely on
revenues coming from data where
traditional voice & SMS businesses
are now a secondary source of
revenue.
• Remaining Profitable:
• In order to profit further from data, new
infrastructure is needed for the
adoption of 4G-LTE**** networks;
meaning increasing CAPEX while
undergoing economic and core
business declines
• Adaptability to bring other sources of
revenue from product and channel
diversification. Examples: APPS ,
mobile financial services, product
bundling, B2B***** support, and
M2M****** integration.
Challenges
81%
Unique Subs Penetration,2012*
39%
Smartphone % of total connections, 2012 average*
51%
Contract Penetration %
of population, 2012 average*
Network % of total
connections , 2012 average*
* Source: GSMA Intelligence ** 2G: Allows digital phone calls and messaging but limited data rates – difficult to support demand for internet/e-mail, ***3G:
Allows phone calls, messaging, and data - better internet experience, ****4G-LTE: All-IP services (including voice, messaging) - faster broadband internet,
lower latency. *****B2B: Business to Business. ******M2M: Machine to Machine.
51% - 2G**
49% - 3G***
Region #3: Europe – Characteristics and Challenges

10. Page 10
Region #4 : North America,
Eastern Asia, Australasia &
the Nordics
Characteristics*
4 • Unique subscriber penetration has reached to
78%
• Contract based clients reach up to 83%
• 3G*** adoption goes up to 84% and 4G****
becomes part of the landscape
• Smartphones are half of total connections
• Obtaining continued growth:
• Region #4 is a great example of a
region who overcame challenges
faced in other markets, with the main
difference of having supportive
government regulation and a more
easy competitive arena.
• Growth depends on innovation -
bringing new forms of profits from
undiscovered sides of all industries.
Creative thinking needs to be
encouraged in order to consider other
levels of technological integration that
would not only provide gains for their
own region but also for the rest of the
world
Challenges
78%
Unique Subs Penetration,2012*
51%
Smartphone % of total connections, 2012 average*
83%
Contract Penetration %
of population, 2012 average*
Network % of total
connections , 2012 average*
* Source: GSMA Intelligence ** 2G: Allows digital phone calls and messaging but limited data rates – difficult to support demand for internet/e-mail, ***3G:
Allows phone calls, messaging, and data - better internet experience, ****4G-LTE: All-IP services (including voice, messaging) - faster broadband internet,
lower latency.
12% - 2G**
84% - 3G***
4% - 4G****
Region #4: North America, Eastern Asia, Australasia & the Nordics – Characteristics and Challenges

11. Page 11
Lower HHI Index portrays an
example on the trend for
increasing market
competition. Now, operators
are not only competing by
compromising revenue
among each other; but also,
from other third parties.
4000
4500
5000
5500
6000
6500
7000
7500
8000
Q1
2010
Q2
2010
Q3
2010
Q4
2010
Q1
2011
Q2
2011
Q3
2011
Q4
2011
Q1
2012
Q2
2012
Q3
2012
Q4
2012
Q1
2013
Q2
2013
Q3
2013
Q4
2013
Q1
2014
Q2
2014
Q3
2014
Q4
2014
Africa Americas Asia Europe Oceania
+ Structured & Integrated Process
Other challenges worth noting is the growth of the competitive environment this industry entail in
addition to complicated regulators. It is practically a war field for innovative services, unique
products and low prices that prompts continued large investments for sustainability
Herfindahl-Hirschman Index**
*Source: GSMA Intelligence
**HHI is a commonly accepted measure of competition giving “0” for evenly distributied competition to “10,000“ for no competition. An increase in HHI
means a decrease in competition while a decrease in HHI means an increase of competition
▼-10%
▼-1%
▼-9%
▼-4%
▼-3%

12. Page 12
My role

13. Page 13
+ Global Experience &
Networking
+Technological Savvy &
Creativity
+Passion
= Strengths & Opportunities
What role do I hope to be able to play in this industry in the medium term?
Become part
of Mobile
Industry´s
solution to
actual
challenges
Newly obtained
skills through
IMBA
Adding to actual
experience, new
global insights
and ideas
Creativity
Consumer
Understanding
Leadership
“It’s kind of fun to do the impossible.” - Walt Disney

14. Page 14
+ Global Experience &
Networking
+Technological Savvy &
Creativity
+Passion
= Strengths & Opportunities Mobile
Industry´s
Solution
Newly obtained
skills through
IMBA
Looking forward to have a master’s degree that would challenge me to develop skills necessary to be
part of the solution:
• Learn new ways to view at problems from different angles - assessing risks and detecting
opportunities.
• Develop higher critical thinking to provide appropriate answers and courses of action.
• Develop higher communication skills that would allow me advice properly the best solutions.
• Learn new managerial tools that would help me come through as a balanced leader.
Learn and develop new skills to provide correct solutions

15. Page 15
+ Global Experience &
Networking
+Technological Savvy &
Creativity
+Passion
= Strengths & Opportunities Mobile
Industry´s
Solution
Adding to actual
experience, new
global insights
and ideas
Providing solutions not only comes from personal experience; but also from others. Having an
international exposure with global leaders can facilitate:
• The possibility to debate your own experiences and receive constructive feedback
• The possibility to grasp new ideas
• The creation of new networks and potential global business partners
• Learn from global experiences for a proper background on how to give solutions in any region of
the world.
Learn from the best in the world for better insights and ideas

16. Page 16
+ Global Experience &
Networking
+Technological Savvy &
Creativity
+Passion
= Strengths & Opportunities Mobile
Industry´s
Solution
Creativity
Creativity is nourished with every new personal challenge, when leaving your own comfort zone and
undergoing completely new experiences pushes you to overcome limitations:
• Creativity is the weapon to solve any challenge
• Growth can be obtained when thinking for non-traditional solutions
• Diversification can occur as much as your creativity permits
• Success stories are obtained with the born of an idea, especially in an industry that promotes
innovation
Apply creativity

17. Page 17
+ Global Experience &
Networking
+Technological Savvy &
Creativity
+Passion
= Strengths & Opportunities Mobile
Industry´s
Solution
Consumer
understanding
Even though the goal is profitability and ensuring continued growth; at the end, the main purpose is
to increase the quality of life of consumers:
• Learning the tools to understanding needs, preferences and consumer patterns provides the
intelligence to propose ideas that can increase revenues while fulfilling consumer needs
• Thinking in consumers also gives chance to consider positive social sides like supporting
government action, improving homeland security, education and even health that can also be new
sources of profit.
• Teaching others that consumers are first, results always in a win-win situation
Consumer understanding: being profitable while increasing the quality of life of consumers

18. Page 18
+ Global Experience &
Networking
+Technological Savvy &
Creativity
+Passion
= Strengths & Opportunities Mobile
Industry´s
Solution
Leadership
Knowledge and creativity to provide solutions is worthless if not capable to convince and materialize
ideas:
• Motivating and convincing others that your idea is the best solution is winning the first battle
• Coordinate and lead others to execute your idea means winning the war
• Experienced, motivated and packed with the necessary tools provides the human capital strength to
lead others to more opportunities of growth
Leadership to not only think the solution; but also to execute accordingly

19. Alicia Marcela Rivas
E-mail: amrivascortez@gmail.com
Sources: GSMA Intelligence: www.gsmaintelligence.com