This document discusses mobile app stores for telecom operators and the opportunities and challenges they face in this area. The main points are:
1) Telecom operators have been late to capitalize on the growing mobile apps market, which is currently dominated by Apple's App Store.
2) Operators' main advantages are their strong brands, relationships with subscribers, and ability to monetize those relationships. However, attracting developers is challenging due to their smaller customer bases.
3) To succeed, operators must position themselves as retailers of apps and focus on increasing ARPU, customer acquisition, and reducing churn, rather than direct app revenue. They have options like closed stores with their own apps, open stores sharing
AppCodin :: Your Business in your pocket - Mobile Applications DevelopmentsRiff Point
The document discusses mobile application development services provided by AppCodin. In 3 sentences:
AppCodin offers high-end mobile app development services, including native iOS and Android development, cross-platform solutions, UI/UX design, and quality assurance. They have experience delivering a variety of mobile app projects for clients globally. Potential customers are encouraged to contact AppCodin to discuss building a custom mobile solution or enhancing an existing mobile project.
The presentation given during London Tech Week (Tuesday 21st June) by our Chief of Client Strategy, Emma Crowe.
Covering the eight main challenges to the digital landscape and how we should be approaching this migration.
The document describes The App Valley, an Android app store that offers ad-free apps across multiple categories. It can be used by telecom operators to generate additional revenue through carrier billing. Operators' subscribers can purchase daily passes or subscriptions to access apps, with transaction fees billed to their mobile accounts. Revenue is then shared between the app store and telecom operators based on Fortumo's billing policies. The store has already integrated carrier billing for over 80 operators worldwide using Fortumo's API.
Mobile application markets have grown significantly due to increased use of mobile devices and advances in mobile technology. As mobile commerce expands, the size of the app market is expected to grow exponentially. There are now thousands of apps available across various app stores and mobile platforms, with total industry revenues estimated to reach $27 billion by 2013. While Apple currently dominates the market, analysts predict its share will decrease to 15% by 2015 as third-party app stores capture a larger portion of sales.
Mobile Media: Future of Mobile media powered by ApplicationsManas Ganguly
Mobile applications are evolving to become the primary medium for delivering online content and experiences to users. As mobile penetration increases globally, applications will enable new forms of collaboration, value creation, and personalized experiences for billions of mobile internet users. Businesses are recognizing the importance of mobile applications and are looking to create engaging branded applications to influence customers. Mobile applications combine the advantages of mobility with user behavior data, social features, location-based services, and more to provide unique contextual experiences to users. As this trend accelerates, mobile applications will become a major new advertising channel, surpassing web advertising. Within a few years, a third of marketing budgets are expected to be spent on targeted, opted-in mobile and video ads.
The document discusses the evolution and growth of the mobile applications market. It provides statistics on market size and revenue for mobile apps globally and in India. It describes the different types of mobile apps and the most popular apps. It also discusses the major app stores (Apple, Android, Blackberry), their business models and market shares. Porter's five forces and SWOT analyses are presented for the mobile apps industry. Emerging trends in business, education and location-based apps are also mentioned.
This document discusses strategies for marketing mobile apps to help them stand out and find their audience. It provides insights into the competitive app market and trends in consumer app usage and spending. Key points covered include understanding consumer behaviors, optimizing app pricing, marketing across different app categories and stores, and the importance of localization. Data on top performing apps and what drives downloads and revenue is also analyzed. The overall message is that a strategic approach to app marketing, pricing, and store optimization is crucial for app success.
AppCodin :: Your Business in your pocket - Mobile Applications DevelopmentsRiff Point
The document discusses mobile application development services provided by AppCodin. In 3 sentences:
AppCodin offers high-end mobile app development services, including native iOS and Android development, cross-platform solutions, UI/UX design, and quality assurance. They have experience delivering a variety of mobile app projects for clients globally. Potential customers are encouraged to contact AppCodin to discuss building a custom mobile solution or enhancing an existing mobile project.
The presentation given during London Tech Week (Tuesday 21st June) by our Chief of Client Strategy, Emma Crowe.
Covering the eight main challenges to the digital landscape and how we should be approaching this migration.
The document describes The App Valley, an Android app store that offers ad-free apps across multiple categories. It can be used by telecom operators to generate additional revenue through carrier billing. Operators' subscribers can purchase daily passes or subscriptions to access apps, with transaction fees billed to their mobile accounts. Revenue is then shared between the app store and telecom operators based on Fortumo's billing policies. The store has already integrated carrier billing for over 80 operators worldwide using Fortumo's API.
Mobile application markets have grown significantly due to increased use of mobile devices and advances in mobile technology. As mobile commerce expands, the size of the app market is expected to grow exponentially. There are now thousands of apps available across various app stores and mobile platforms, with total industry revenues estimated to reach $27 billion by 2013. While Apple currently dominates the market, analysts predict its share will decrease to 15% by 2015 as third-party app stores capture a larger portion of sales.
Mobile Media: Future of Mobile media powered by ApplicationsManas Ganguly
Mobile applications are evolving to become the primary medium for delivering online content and experiences to users. As mobile penetration increases globally, applications will enable new forms of collaboration, value creation, and personalized experiences for billions of mobile internet users. Businesses are recognizing the importance of mobile applications and are looking to create engaging branded applications to influence customers. Mobile applications combine the advantages of mobility with user behavior data, social features, location-based services, and more to provide unique contextual experiences to users. As this trend accelerates, mobile applications will become a major new advertising channel, surpassing web advertising. Within a few years, a third of marketing budgets are expected to be spent on targeted, opted-in mobile and video ads.
The document discusses the evolution and growth of the mobile applications market. It provides statistics on market size and revenue for mobile apps globally and in India. It describes the different types of mobile apps and the most popular apps. It also discusses the major app stores (Apple, Android, Blackberry), their business models and market shares. Porter's five forces and SWOT analyses are presented for the mobile apps industry. Emerging trends in business, education and location-based apps are also mentioned.
This document discusses strategies for marketing mobile apps to help them stand out and find their audience. It provides insights into the competitive app market and trends in consumer app usage and spending. Key points covered include understanding consumer behaviors, optimizing app pricing, marketing across different app categories and stores, and the importance of localization. Data on top performing apps and what drives downloads and revenue is also analyzed. The overall message is that a strategic approach to app marketing, pricing, and store optimization is crucial for app success.
STARTUPS
Startups are our passion. We are your design and development partner, and your accelerator. Our teams in New York, Chicago, and London will work with you to build beautiful, incredible products quickly and cost-efficiently. We got into this business because we love startups. We won't put our name on just anything, though - we only work on ideas we believe in.
Navigating Apple's iOS 14 Update: What Advertisers Need to Know & How to PrepareShannon Hill
In Q1 2021, Apple plans to roll out a new privacy framework requiring iOS 14 mobile users to manually opt-in to allow tracking for every single app. This will materially impact advertisers' ability to find and convert mobile users on Apple devices, particularly with Facebook and Instagram, which use significant user data to find customers.
This subject is complicated as both Apple and Facebook have not been clear about specific impacts to advertisers. This guide walks through what advertisers can expect based on our research and the strategies you should take now to mitigate the expected impacts.
This guide includes a background on Apple's iOS 14 update, what is changing, expected impacts to Facebook Ads programs, and what advertisers can do to prepare.
Restaurant Magazine (Sep 2019): Restaurant Technology LandscapeRegina Lau
Restaurant technology is changing rapidly. Going digital end to end will be crucial to streamlining operations and ensuring business success. We'll cover bookings, menus, mobile ordering and nailing delivery, as well as EPoS systems, customer and in-restaurant communications, customer experience and data & analytics.
This document provides a market analysis and entry strategy recommendations for a client company entering the mobile applications market. It discusses the evolution and growth of the mobile applications industry, current market trends including usage by platform and fastest growing app types. It also profiles the major app stores and platforms, analyzes the competitive forces, and performs a SWOT analysis to identify strengths, weaknesses and opportunities for the client company. The document concludes by recommending a hybrid business model and entry points for the client.
1) Open APIs have become more prevalent as enterprises are beginning to realize benefits from the API economy. The number of open APIs is projected to grow significantly by 2016.
2) A well-planned API strategy can help businesses compete and grow by plugging into digital value chains, managing partner networks more efficiently, inspiring developer communities, and increasing customer satisfaction and brand awareness.
3) Factors like the growth of mobile devices, enterprise mobility adoption, and continuous evolution of internet business models have led to increased connectivity and a more client-centric approach to application development using RESTful APIs.
The mobile app industry is highly competitive with over 650,000 apps and 15,000 new apps added each month. While only 30% of consumers regularly pay for apps, the tablet app market shows potential for growth. Opportunities exist in areas like e-books, tablets, and web apps. Major players like Zynga and Rovio have found success, with Zynga generating $1.16 billion in 2011. The average cost to develop a basic app is $5,000, with an average return on investment of $3,700. Those aged 25-34, especially men, spend the most time and money on freemium apps. Critical needs for success include effective marketing early on and
- Mobile Internet has changed with advanced iPhone and Android platforms offering multi-touch screens, GPS, apps, and more. The iPhone is currently the most popular mobile platform with over 75,000 apps.
- iPhone users are very active mobile internet users, with over 57 million iPhone users actively using apps. 93% of iPhone users have used the App Store and installed apps, with 73% installing more than 5 apps. The iPhone accounts for over 50% of mobile internet traffic.
- As mobile apps are always accessible, they are more likely to be used than mobile websites. Developing a mobile app can increase user loyalty and attract new users, as well as gain press and blogger attention.
If 2014 was the year of mobile, 2015 is most definitely the year of Rich Media.
Mobile ad spend is expected to increase 77%, in 2015. We will see sophisticated and creative collaboration in 2015, as content creators build audiences that rival those of pop stars and brands grasp just how powerful mobile can be. In order for brands to get the most ROI for their mobile advertising spend, they need to invest in Rich Media, to create immersive experiences, transforming their level of engagement with consumers.
In FreshDigitalGroup’s “Rethink 2015,” we take an in-depth look at the following Rich Media predictions in addition to forecasts for digital, mobile and social industries.
The document is an app insight report from InMobi analyzing app promotion trends in Q3 2013. Some key findings include:
- The US, India, Japan, China, and Indonesia were the top 5 countries for app downloads, accounting for over 60% of downloads.
- Games were the most downloaded category at 64% of downloads. Communication, telecom, and entertainment apps followed.
- Interstitial ads achieved the highest conversion rates, particularly on Android, while banners still performed well for non-gaming apps.
- The US, China, UK, and India had the highest and lowest costs per download, respectively, with costs varying by app category and region.
Mobile applications have become increasingly popular over the past decade as smartphones have grown in usage. Businesses have recognized the potential of mobile apps and websites to market directly to consumers. A publishing company president was interviewed and expressed that approximately 15% of their website traffic now comes from mobile devices, with social media like Facebook and Twitter being important referral sources. While native apps may not be worthwhile for all businesses given development costs and shorter usage times, mobile-optimized websites can effectively provide information to customers on the go. The future of mobile marketing likely involves greater integration of location services, payments, and just-in-time interactions across both apps and mobile websites.
Mobile applications have become increasingly popular over the past decade as smartphones have grown in usage. Businesses have started using mobile apps and mobile-optimized websites to market directly to consumers and facilitate purchases. A publishing company president was interviewed and stated that 15% of their website traffic now comes from mobile devices, up from previous years. While native apps may not be worthwhile for all companies, having a mobile-optimized website is important as mobile usage continues to rise. The future of business mobile marketing likely lies in mobile-optimized websites rather than native apps.
2014 top mobile trends. Discover which trends are shaping what marketers will need to know in the coming months and years to take advantage of the mobile opportunity.
A must-read before finalizing your marketing plans
The document outlines an opportunity in the growing app economy, presenting a solution called Connectu Media Solutions. Connectu's solution involves "master apps" that contain multiple "sub-apps" allowing a single app to represent an entire entity like a city or organization. This reduces app clutter and provides an affordable option for businesses. Financial projections estimate the company could generate $29 million in annual app revenue by 2020 serving markets like cities, schools, associations and more. The presentation seeks $1 million to purchase intellectual property, expand staff and software, and fund marketing to achieve significant growth.
Mobile trends to transform your business in 2015Self-employed
To download the eBook, head on over to www.mobext.ph/ebook-download2015
In the eBook you'll find:
- The five crucial developments in the mobile space that your business must keep in mind to stay ahead
- Creative ways that other companies have leveraged mobile to reach both their business targets and their customers
- Tips to help boost your business’ mobile efforts
The document summarizes key trends in the mobile app market in 2015. It notes that Google Play saw significantly higher download growth than iOS globally, driven primarily by emerging markets like Brazil, India, and Indonesia. Meanwhile, iOS widened its lead in total app revenue. Specifically, China saw huge gains for iOS, more than doubling its revenue from 2014 and surpassing the US as the largest market for iOS downloads. The US remained an important market but saw Google Play downloads exceed iOS downloads for the first time.
This document discusses how to build self-service sites using SharePoint 2010. It covers using SharePoint 2010 for authentication, authorization, and integrating with line of business systems. Authentication can be done with forms-based authentication or claims-based authentication supporting a variety of user repositories. Authorization can use claims-based authentication with security trimming and content targeting. Integrations can be done through iframes, business connectivity services, or a custom service layer. Additional features discussed include social elements, content management, mobile support, and summarizes that SharePoint 2010 provides a unified platform for marketing and self-service functionality.
The Future of Telecom (Petro Chernyshov Business Stream)IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneurs and startuppers. Annually it takes place at the beginning of October in Lviv at Arena Lviv stadium. In 2016 the conference gathered more than 1800 participants and over 100 speakers from companies like Microsoft, Philips, Twitter, UBER and IBM. More details about the conference at itarena.lviv.ua.
STARTUPS
Startups are our passion. We are your design and development partner, and your accelerator. Our teams in New York, Chicago, and London will work with you to build beautiful, incredible products quickly and cost-efficiently. We got into this business because we love startups. We won't put our name on just anything, though - we only work on ideas we believe in.
Navigating Apple's iOS 14 Update: What Advertisers Need to Know & How to PrepareShannon Hill
In Q1 2021, Apple plans to roll out a new privacy framework requiring iOS 14 mobile users to manually opt-in to allow tracking for every single app. This will materially impact advertisers' ability to find and convert mobile users on Apple devices, particularly with Facebook and Instagram, which use significant user data to find customers.
This subject is complicated as both Apple and Facebook have not been clear about specific impacts to advertisers. This guide walks through what advertisers can expect based on our research and the strategies you should take now to mitigate the expected impacts.
This guide includes a background on Apple's iOS 14 update, what is changing, expected impacts to Facebook Ads programs, and what advertisers can do to prepare.
Restaurant Magazine (Sep 2019): Restaurant Technology LandscapeRegina Lau
Restaurant technology is changing rapidly. Going digital end to end will be crucial to streamlining operations and ensuring business success. We'll cover bookings, menus, mobile ordering and nailing delivery, as well as EPoS systems, customer and in-restaurant communications, customer experience and data & analytics.
This document provides a market analysis and entry strategy recommendations for a client company entering the mobile applications market. It discusses the evolution and growth of the mobile applications industry, current market trends including usage by platform and fastest growing app types. It also profiles the major app stores and platforms, analyzes the competitive forces, and performs a SWOT analysis to identify strengths, weaknesses and opportunities for the client company. The document concludes by recommending a hybrid business model and entry points for the client.
1) Open APIs have become more prevalent as enterprises are beginning to realize benefits from the API economy. The number of open APIs is projected to grow significantly by 2016.
2) A well-planned API strategy can help businesses compete and grow by plugging into digital value chains, managing partner networks more efficiently, inspiring developer communities, and increasing customer satisfaction and brand awareness.
3) Factors like the growth of mobile devices, enterprise mobility adoption, and continuous evolution of internet business models have led to increased connectivity and a more client-centric approach to application development using RESTful APIs.
The mobile app industry is highly competitive with over 650,000 apps and 15,000 new apps added each month. While only 30% of consumers regularly pay for apps, the tablet app market shows potential for growth. Opportunities exist in areas like e-books, tablets, and web apps. Major players like Zynga and Rovio have found success, with Zynga generating $1.16 billion in 2011. The average cost to develop a basic app is $5,000, with an average return on investment of $3,700. Those aged 25-34, especially men, spend the most time and money on freemium apps. Critical needs for success include effective marketing early on and
- Mobile Internet has changed with advanced iPhone and Android platforms offering multi-touch screens, GPS, apps, and more. The iPhone is currently the most popular mobile platform with over 75,000 apps.
- iPhone users are very active mobile internet users, with over 57 million iPhone users actively using apps. 93% of iPhone users have used the App Store and installed apps, with 73% installing more than 5 apps. The iPhone accounts for over 50% of mobile internet traffic.
- As mobile apps are always accessible, they are more likely to be used than mobile websites. Developing a mobile app can increase user loyalty and attract new users, as well as gain press and blogger attention.
If 2014 was the year of mobile, 2015 is most definitely the year of Rich Media.
Mobile ad spend is expected to increase 77%, in 2015. We will see sophisticated and creative collaboration in 2015, as content creators build audiences that rival those of pop stars and brands grasp just how powerful mobile can be. In order for brands to get the most ROI for their mobile advertising spend, they need to invest in Rich Media, to create immersive experiences, transforming their level of engagement with consumers.
In FreshDigitalGroup’s “Rethink 2015,” we take an in-depth look at the following Rich Media predictions in addition to forecasts for digital, mobile and social industries.
The document is an app insight report from InMobi analyzing app promotion trends in Q3 2013. Some key findings include:
- The US, India, Japan, China, and Indonesia were the top 5 countries for app downloads, accounting for over 60% of downloads.
- Games were the most downloaded category at 64% of downloads. Communication, telecom, and entertainment apps followed.
- Interstitial ads achieved the highest conversion rates, particularly on Android, while banners still performed well for non-gaming apps.
- The US, China, UK, and India had the highest and lowest costs per download, respectively, with costs varying by app category and region.
Mobile applications have become increasingly popular over the past decade as smartphones have grown in usage. Businesses have recognized the potential of mobile apps and websites to market directly to consumers. A publishing company president was interviewed and expressed that approximately 15% of their website traffic now comes from mobile devices, with social media like Facebook and Twitter being important referral sources. While native apps may not be worthwhile for all businesses given development costs and shorter usage times, mobile-optimized websites can effectively provide information to customers on the go. The future of mobile marketing likely involves greater integration of location services, payments, and just-in-time interactions across both apps and mobile websites.
Mobile applications have become increasingly popular over the past decade as smartphones have grown in usage. Businesses have started using mobile apps and mobile-optimized websites to market directly to consumers and facilitate purchases. A publishing company president was interviewed and stated that 15% of their website traffic now comes from mobile devices, up from previous years. While native apps may not be worthwhile for all companies, having a mobile-optimized website is important as mobile usage continues to rise. The future of business mobile marketing likely lies in mobile-optimized websites rather than native apps.
2014 top mobile trends. Discover which trends are shaping what marketers will need to know in the coming months and years to take advantage of the mobile opportunity.
A must-read before finalizing your marketing plans
The document outlines an opportunity in the growing app economy, presenting a solution called Connectu Media Solutions. Connectu's solution involves "master apps" that contain multiple "sub-apps" allowing a single app to represent an entire entity like a city or organization. This reduces app clutter and provides an affordable option for businesses. Financial projections estimate the company could generate $29 million in annual app revenue by 2020 serving markets like cities, schools, associations and more. The presentation seeks $1 million to purchase intellectual property, expand staff and software, and fund marketing to achieve significant growth.
Mobile trends to transform your business in 2015Self-employed
To download the eBook, head on over to www.mobext.ph/ebook-download2015
In the eBook you'll find:
- The five crucial developments in the mobile space that your business must keep in mind to stay ahead
- Creative ways that other companies have leveraged mobile to reach both their business targets and their customers
- Tips to help boost your business’ mobile efforts
The document summarizes key trends in the mobile app market in 2015. It notes that Google Play saw significantly higher download growth than iOS globally, driven primarily by emerging markets like Brazil, India, and Indonesia. Meanwhile, iOS widened its lead in total app revenue. Specifically, China saw huge gains for iOS, more than doubling its revenue from 2014 and surpassing the US as the largest market for iOS downloads. The US remained an important market but saw Google Play downloads exceed iOS downloads for the first time.
This document discusses how to build self-service sites using SharePoint 2010. It covers using SharePoint 2010 for authentication, authorization, and integrating with line of business systems. Authentication can be done with forms-based authentication or claims-based authentication supporting a variety of user repositories. Authorization can use claims-based authentication with security trimming and content targeting. Integrations can be done through iframes, business connectivity services, or a custom service layer. Additional features discussed include social elements, content management, mobile support, and summarizes that SharePoint 2010 provides a unified platform for marketing and self-service functionality.
The Future of Telecom (Petro Chernyshov Business Stream)IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneurs and startuppers. Annually it takes place at the beginning of October in Lviv at Arena Lviv stadium. In 2016 the conference gathered more than 1800 participants and over 100 speakers from companies like Microsoft, Philips, Twitter, UBER and IBM. More details about the conference at itarena.lviv.ua.
China Mobile Limited is a leading telecom service provider, operating in China and Hong Kong. It has the world’s largest mobile network and the world’s largest mobile customer base of 837m as of June 2016. The company is also the No. 1 mobile operator in China, with 63% mobile subscribers and 69% revenue market share.
TBIG Group provides telecommunication infrastructure and services to operators in Indonesia, including towers, monopoles, microcells, and fiber optic networks. As of Q3 2015, TBIG had over 12,000 towers across Indonesia serving more than 19,000 tenants. TBIG infrastructure supports Indonesia's growing digital economy by providing indoor and outdoor wireless coverage, as well as transmission networks, to connect more of the country. Challenges to expanding coverage include limitations on space, permits, regulations, and issues maintaining equipment. TBIG works to address these challenges and support Indonesia's digital transformation through initiatives like site sharing, expanding coverage to new areas, and accelerating broadband deployment.
It strategic planning project work it strategy for bsnl Alyosha Agrawala
This document provides an overview of the telecommunication industry in India, with a focus on Bharat Sanchar Nigam Limited (BSNL). It discusses the importance of the telecom sector, the evolution and current landscape of the Indian telecom market. It also outlines key growth drivers, risks, performance indicators and major players in the Indian and global telecom industry. Major trends in the global telecom market include convergence, shift to new technologies, focus on content, expansion into emerging markets, and entry of online players.
(2905) Telecoms World ME 2016 22 Page Prospectus v4 1.1George Clarke
This document provides information about the Telecoms World Middle East 2016 conference. The conference will be held in Dubai in September 2016 and will focus on strategies, innovation, and partnerships for telecommunication companies (telcos) in the Middle East, North Africa, Central Asia, and South Asia regions. It is expected to attract over 800 attendees from telcos and related industries across the regions. The conference will include speakers, sponsors, and discussions on topics like network deployment, digital services, customer experience, and wholesale partnerships. The document promotes sponsorship opportunities at the event to connect companies with senior executives from regional telcos.
The document discusses the digital revolution and its impact on telecom operators. It describes how digitization has led to nearly all information being stored in digital formats. It also outlines how the digital revolution has provided free and easy access to information through the internet. This has allowed OTT players like WhatsApp and Skype to emerge, threatening traditional revenue streams for telecom operators from voice calls and texts. However, increased data usage from OTT services also provides some compensation. The document argues telecom operators must transform digitally to stay relevant by competing in new markets like apps and partnering with OTT players. A SWOT analysis of a telecom operator entering the internet market is also provided.
Programmable SIM cards, SoftSIMs and eSIMsGerry O'Prey
Dynamic SIMs will change the mobile industry this year. This presentation describes the differences between the 3 kinds of dynamic SIM, programmable SIM card, SoftSIM and eSIM
Mobile VAS and Multimedia Ecosystem and Value‐Chain over 4G and 4.5G Network ...Ali Saghaeian
The slides cover a broad range of topics, including:
4G and 4.5G as the Next Uplift of Growth
The Evolution of Mobile Operators' Business Model
Possible Changes in the Value Chain
How to take the Smart Pipe VAS Strategy
Data as the key to create Competing Value
Key Drivers and Success Factors in Future Networks
Operators' Strategies in the Value Chain
Digital Economy and the Evolving Ecosystem
2016 Continues to reflect the enormous role of Big Data in digital marketing. Wisely used, Big Data can tell us almost everything about our consumers – who they are, what their interests are, what they are interested in buying / doing / drinking etc., where they are and who they are with.
Furthermore, despite consumers' need in protecting their privacy, they are willing to give away details that will help companies personalize better to their personal benefit (for example through personalized discounts, personalized offers etc.).
In order to succeed doing so, companies need to use Big Data by first recognizing the questions they would like to answer; then, gathering the information; and finally, analyzing it.
In 2016, more than ever, simultaneously is the key word – 79% of consumers (and 90% of Millennials) switch devices during a single online activity, according to Get Personal report by Adobe; The usage of applications and social media for messaging continues to grow, creating "data exclusives" who rarely use their mobile for voice calls; and applications of familiar technologies are expanding to new areas (such as location-based technologies which in addition to marketing are also used for business operations, customer services and more).
New Service Development and Service Delivery Innovation in Mobile VAS and Mul...Ali Saghaeian
The document discusses new service development and service delivery innovation in mobile value-added services and multimedia. It covers topics like supporting digital services, popular business lines by 2017, new service development value for operators, VoLTE and VoWiFi evolution and growth, new rules of consumer engagement through developing services, service providers' perspectives on innovation, and standard ecosystems for future communication services.
The following presentation examines trends and best practices in Self Service, with respect to consumer trends, company strategies, tools and best practices in various industries.
We have reviewed the following types of Self Services:
Unassisted Self Service - where a customer can complete a transaction / receive the support he/she needs without requiring a human agent’s assistance at all. For example: online booking and ordering, online fund transferring, etc.
Assisted Self Service - where the customer can access the service at his/her own terms, but does require a human agent on the other side, for example: video tellers / conference calls, live chats with a live agent, email / SMS to an agent, etc.
This document discusses Reliance Jio, a new Indian telecommunications company founded by Mukesh Ambani. It was launched in 2016 and has invested heavily to build out 4G infrastructure across India. The document examines Jio's strategy of using low pricing to rapidly gain subscribers. While it has seen great growth, Jio is still unprofitable and must adopt revenue-generating strategies. The conclusion is that Jio has potential to become a "star" player in India if it can transition successfully from its current model.
The travel industry continues to experience changes, stemming from travelers' interest in a more authentic travel experience, comfortable prices and convenience - as well as from technologies which enable companies to respond to these needs. Competitors in the market - including hotels, OTAs, apartment rentals, aggregators and search engines - turn to digital to enhance their offering before, during and after the traveler's journey.
1) The document discusses the eSIM, which is an embedded SIM card integrated directly into devices rather than a removable SIM card. eSIMs allow remote provisioning of network profiles over-the-air rather than requiring a physical SIM card.
2) eSIMs offer benefits like faster activation, easier switching between carriers, and space savings compared to traditional SIM cards. However, eSIMs could increase the power of device manufacturers over network operators.
3) The introduction of eSIMs and future technologies like soft SIMs may weaken network operators' control over the customer experience and retail channels, as device manufacturers gain more influence over the core network access and SIM management functions.
Digital Trends in 2017: Making Business Impact in a Changing WorldEdelman
Digital paid media is evolving to provide both the efficiency and accountability promised by programmatic advertising, as well as the transparency and impact of traditional media. This evolution will occur in a few key ways:
1) Traditional media companies will accelerate their digital transformation by expanding programmatic TV buying and forming partnerships between digital and linear players.
2) Brands will shift more investment to digital channels that provide targeting capabilities but can be easily verified, such as digital out of home, podcasting, and interactive event sponsorships.
3) Technology and standards will improve to address issues like viewability, fraud, and attribution in order to restore trust and optimize spending. Brands will demand more transparency from their partners.
The global market for self service is experiencing growth, and research companies predict it will keep growing in the next few years. The main reason for growth is that self service can benefit both customers and companies.
Companies that deliver online self service are able to minimize costs (as long as service is provided efficiently) and benefit from increased customer satisfaction, customer loyalty, lifetime value and advocacy.
in terms of customer satisfaction, there is a clear preference for digital and multi-channel service. However, poor self service can cause the customer to abandon the channel. For organizations, self- service saves costs as long as the service is provided correctly and the information is synchronized between the different channels. Today, customer satisfaction is still very high when a live representative is involved, but our assessment is that in the near future, the picture may change following the entry of innovative tools that enhance the service experience significantly. We expect robots (or “bots”) to become the next preferred channel for self service, with the accumulation of data, which enables a better automatic service than ever before.
The official Ogilvy Key Digital Trends for 2017. A yearly trend report outlining both where we believe the digital and social landscape is headed and what brands and agency partners should do about it. By Marshall Manson and James Whatley
This document contains predictions across several digital marketing disciplines for 2015, including digital industry trends, digital advertising, mobile industry, mobile advertising, and social media marketing. Some of the key predictions summarized are:
1) Mobile-first design and usage will be essential as mobile internet access surpasses desktop. Wearables and IoT adoption will increase significantly.
2) Data-driven strategies will drive growth through more effective marketing. Programmatic buying will continue to increase for video and native ads.
3) Mobile apps will be used more for enterprise tools and communication. "Phablets" will drive 30% of mobile traffic. Video consumption on mobile will surge 50%.
4) Beacon technology will see
The document discusses the growth of mobile applications and strategies for optimizing apps. It notes that over 20 billion apps have been downloaded and by 2015 over 780 million people will be mobile-only users. It provides tips for getting apps seen and downloaded, such as choosing the right price, keywords, categories, and app stores. The document recommends that businesses in industries like restaurants, professional services, and real estate develop mobile apps or websites to take advantage of the growing mobile market and stay connected to customers.
Mobile apps are computer programs designed to run on mobile devices like smartphones and tablets. They contrast with desktop apps which run on computers and web apps which run in mobile browsers. Popular app stores include the Apple App Store and Google Play where most apps are downloaded. Developers must consider the constraints of mobile devices like smaller screens and battery life when building apps. Successful monetization strategies for apps include the freemium model with in-app purchases and advertising in free apps.
HOW MUCH MONEY CAN AN APP MAKE IN 2020TekRevol LLC
The amount of how much money can an app makes varies from niche to niche and if you’re looking to boost your business in the digital world, then the mobile app industry is the ideal market for you to tap.
https://www.tekrevol.com/blogs/how-much-money-can-app-make/
Marketing professionals urge apple to adopt standards promoting interoperabil...njaimes
1. Global marketing professionals welcome Apple's decision to maintain the IDFA in iOS 14 while also introducing new privacy features.
2. However, they have concerns about Apple's new mandatory IDFA opt-in pop-up for apps, including that it does not comply with GDPR consent requirements, is not interoperable with existing digital advertising standards, and could negatively impact app publisher revenues.
3. They urge Apple to ensure the pop-up can be customized, is interoperable with standards like the IAB Europe's Transparency & Consent Framework, and to conduct an impact assessment before implementing iOS 14 updates.
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Mobile app stores_for_telecom_operators
1. Mobile App Stores for
Telecom Operators
The Next Battlefield
Pierre Péladeau
Roman Friedrich
Mohssen Toumi
Olaf Acker
Perspective
2. Booz & Company
Contact Information
Beirut
Bahjat El-Darwiche
Partner
+961-1-985-655
bahjat.eldarwiche@booz.com
Hilal Halaoui
Principal
+961-1-336433
hilal.halaoui@booz.com
Dubai
Karim Sabbagh
Partner
+971-4-390-0260
karim.sabbagh@booz.com
Düsseldorf
Roman Friedrich
Partner
+49-211-3890-165
roman.friedrich@booz.com
Düsseldorf/London
Dr. Michael Peterson
Partner
+49-211-3890-140
michael.peterson@booz.com
Frankfurt
Olaf Acker
Principal
+49-69-97167-453
olaf.acker@booz.com
Mumbai
Jai Sinha
Partner
+91-22-2287-2001
jai.sinha@booz.com
Munich
Gregor Harter
Partner
+49-89-54525-554
gregor.harter@booz.com
Martin Reitenspiess
Partner
+49-89-54525-522
martin.reitenspiess@booz.com
New York
Christopher Vollmer
Partner
+1-212-551-6794
christopher.vollmer@booz.com
Paris
Pierre Péladeau
Partner
+33-1-44-34-3074
pierre.peladeau@booz.com
Mohssen Toumi
Senior Associate
+33-1-44-34-3131
mohssen.toumi@booz.com
San Francisco
Karla Martin
Partner
+1-415-263-3712
karla.martin@booz.com
Shanghai
Edward Tse
Senior Partner
+852-3650-6100
edward.tse@booz.com
Sydney
Simon Gillies
Partner
+61-3-9221-1903
simon.gillies@booz.com
Tokyo
Paul Duerloo
Partner
+81-3-6757-8615
paul.duerloo@booz.com
3. 1Booz & Company
EXECUTIVE
SUMMARY
The mobile applications business has grown exponentially in
just the past three years. On the back of the hugely popular
iPhone, Apple’s App Store has quickly come to dominate the
market, but rivals such as Google, Microsoft, Nokia, and
Research in Motion Ltd. (RIM) are betting billions that they
can catch up. So far, telecom operators have been late to the
game. If they want to avoid the fate of becoming mere pipes
for the ever more popular app stores, they must devise and
implement strategies that take advantage of the very real assets
they possess.
Because of their limited customer
bases relative to the massive numbers
being put up by Apple and other
operating system vendors, operators
playing alone lack the inherent ability
to attract large numbers of applica-
tion developers to their own stores,
and they lack experience in manag-
ing open ecosystems of developer
communities. What they do have are
powerful brands, a strong relationship
with their subscribers, and the ability
to monetize that relationship. For
operators, the key is not to try to reap
the direct revenues from app sales,
but rather to develop a strong apps
offering that can help them increase
average revenue per user (ARPU),
improve customer acquisition, and
reduce churn.
To capture these benefits, operators
have three options in building their
own app stores: “closed” storefronts
offering only apps that they develop
or source themselves; “open” store-
fronts that offer access to third-party
apps and app stores, with which they
share revenue; and app stores for
phones other than smart phones, pri-
marily in developing markets through
SIM services. Operators are by no
means limited to any of these options;
rather, they should pick and choose,
depending on the OS and device
providers they partner with, and on
geography. What is critical is to ensure
they play a key role as a retailer of
apps by devising strategies—and
executing them—now, before it’s
too late.
4. Booz & Company2
TELECOM’S
OPPORTUNITY
Here are some numbers sure to
impress every corporate executive
looking for sources of new growth.
Within 10 months of its launch in the
summer of 2008, Apple’s App Store
had reached 1 billion downloads. The
next billion took five more months;
then, just three months later, in
January 2010, customers had down-
loaded yet another billion apps. Apple
doesn’t break out revenues for its App
Store, but observers estimate that it
could generate as much as US$3 bil-
lion in sales for Apple and its develop-
ers in 2010.
The success of Apple’s App Store
has been driven largely by the global
popularity of its iPhone. With more
than 35 million units sold since its
inception in 2007, the iPhone is the
linchpin of a entire ecosystem of
products—from the OS X operat-
ing system to Macintosh hardware
to consumer-friendly applications to
Internet services like iTunes. Numbers
like these are certain to attract com-
petitors, and indeed, the App Store’s
numbers have. We expect that more
than 1 billion smart phones of all
kinds will be in use by 2013, driving
increased usage of data services, with
end-users spending as much as $22
billion on mobile apps, not including
additional revenues to be gained from
mobile advertising in apps and games.
So far, however, telecom operators
have not benefited from the popularity
of mobile apps, other than through
the increased use of their data services.
While many mobile operators have
tried to jump on the mobile apps
bandwagon by opening their own app
stores, they have not yet gained much
traction in the market. Are mobile
operators doomed to serve as little
more than bit pipes for ever-more-
powerful manufacturers of smart
phones and their operating systems?
Mobile operators do indeed face real
challenges in their efforts to partici-
pate in the fast-growing apps busi-
ness, but we believe they can compete
successfully if they can determine how
best to position themselves within
the mobile apps ecosystem, develop
the right strategies, and execute them
carefully. The best strategies must
focus on capturing the customer’s
attention by becoming the entry point
into the world of applications, not
on capturing revenues from applica-
tion sales.
5. 3Booz & Company
SUCCESS
FACTORS
Exhibit 1
The Evolution of Mobile Apps
Source: Booz & Company
Strategic
Objectives
Typical
Business
Deliverables
criss-
cross
. 7 values
100% 25% lines75% 50% dots
IN THE NEXT 12 MONTHS, I INTEND TO REVERT BACK TO MY PRE-RECESSION BUYING HABITS IN THIS CATEGORY
(PERCENTAGE OF RESPONDENTS WHO AGREED)
9% Utility bills & services
2008Earlier Q1/092007 Q2/09 Q4/09Q3/09
HOW MOBILE APPLICATION STORES HAVE EVOLVED
Gold Rush
Take Off
Emergence
Q1/10
Early pioneers, mainly
independent players,
have little to no success
The game changer:
linking the device to
the apps
New competitors hurry
to stake a claim
GetJar
Handango
Handmark
PocketGear
SlideME
Mobango
MobiHand
Apple
Android
BlackBerry
Samsung Application Store
AppliStore
Bouygues Telecom
Verizon Wireless Media Store
China Telecom
O 360
Palm
Nokia Ovi
Windows Marketplace
LG
PlayNow Arena
Mobile Market
Sprint
Orange
SK Telecom
PocketGear
acquires
Handango
Apple’s success in the mobile apps
market was by no means predestined.
After the first mobile apps were
introduced by independent players in
the late 1990s, any number of smaller
players quickly entered the market.
But it wasn’t until Apple entered the
mobile app business, a year after the
introduction of the iPhone, that the
world came to understand its value as
a driver of both revenue and smart-
phone sales (see Exhibit 1).
What made Apple’s App Store take
off? First of all, the company had a
head start—a powerful brand whose
customers had a strong emotional
attachment to its Macintosh comput-
ers and its iPod and iTunes ecosys-
tem. That degree of loyalty was only
deepened with the introduction of
the iPhone, thanks to its revolution-
ary design and interface. Attracting
developers to the App Store proved
easy with a generous revenue-sharing
agreement and easy-to-use develop-
ment tools and technical assistance;
the result was an explosion of rich
content, more than 140,000 apps in
less than two years. Finally, by selling
apps through its popular iTunes store,
with a readily available billing system,
and then in turn using the apps’
popularity to help make advanta-
geous deals with telecom carriers to
offer iPhones, Apple found a way to
monetize its iPhone ecosystem with
impressive efficiency. The result: a
retail powerhouse based on key suc-
cess factors that competitors are find-
ing very difficult to replicate.
Since Apple introduced the App Store,
lots of competitors have appeared on
the scene—other makers of mobile
devices, vendors of mobile operat-
ing systems, telecom operators, and
independent app stores—with vary-
ing degrees of success. No one has
yet come close to rivaling Apple, in
part because every competitor has
to attract two audiences—not just
customers but also developers—and
few rivals to Apple’s App Store have
succeeded in doing so.
6. Booz & Company4
THE OPERATOR
ADVANTAGE
Telecom operators looking to benefit
from the popularity of mobile apps
cannot expect to rival Apple in the
revenue it generates from the App
Store. Nor should that be where
operators aim to participate, since the
potential incremental revenues are
so small. We expect that in 2013, all
application store providers worldwide
will capture just a 30 percent share
of overall apps revenues, or about $7
billion, with the remaining 70 percent
going to developers. This is a drop in
the bucket compared with the telecom
industry’s projected overall 2013
revenues of $1.6 trillion.
The real economic value for operators
lies in the increased revenues to be
captured through the rising use of data
services linked to mobile apps and
the customer loyalty that app usage
has the potential to generate. Users of
iPhones use their phones more than
other mobile phone users do, and
most of that extra time is devoted to
downloading data. As smart phones
become more and more popular, data
usage will only increase—and that, in
turn, will be the source of real revenue
increases for mobile operators.
But those added revenues will appear
only if operators can acquire and
retain the customers most likely to
use their phones to download mobile
apps. Here is where the value propo-
sition for operators can be found—
along with the risk. And operators
that do succeed in offering customers
attractive ways to access mobile apps
will benefit in three ways.
Customer acquisition: Easy access to
attractive app stores can attract new
customers, as can customizing mobile
devices to get customers to app stores
more directly, through exclusive deals
linking specific devices to app stores,
much like Apple’s deal with AT&T for
the iPhone.
Higher ARPUs: Customers with smart
phones that can easily access attractive
app stores are significantly more valu-
able to operators. In the U.S., iPhone
users generate 1.63 times the ARPU
of the average customer; in western
Europe they generate 2.45 times the
average. The difference lies in varying
consumption patterns—though iPhone
users are typically high-value custom-
ers, much of the higher ARPU can be
attributed to their higher data usage.
Reduced churn: As mobile apps
become more popular, easy access to
attractive app stores will likely help
retain customers, especially as they
become more dependent on their
device interfaces. If an operator with
25 million subscribers and an ARPU
of €35 (US$47.40) can reduce churn
by just 1 percentage point, it can
retain 250,000 subscribers who
generate about €100 million in
revenue annually.
The key for operators is to maintain
and strengthen their relationships with
customers, more and more of whom
will view access to mobile apps as a
critical component in choosing and
staying with their operator. Thus,
every operator must devise a strategy
for incorporating mobile apps into
its offerings; those that do not come
up with a winning strategy risk losing
customers to rivals that do. Worse yet
is the possibility of losing the end-
customer relationship to third-party
app stores, which would have poten-
tially dire consequences for operators’
core business.
7. 5Booz & Company
As we have seen, every player, includ-
ing operators, looking to build a
successful mobile app store needs to
attract two audiences: customers, of
course, but also the developers willing
to create the critical mass of applica-
tions needed to attract those custom-
ers and keep them coming back for
more (see Exhibit 2). In addition to
the sheer number of applications avail-
able, successful app stores need both a
constant source of popular new apps
and a long tail of less popular applica-
tions to maintain consumer interest.
The most popular category of apps
at Apple’s App Store, for instance, is
gaming, but it still constitutes just 17
percent of all available apps.
Operators are limited in their ability
to generate the capabilities needed
to attract and keep a strong devel-
oper community. Although there
is nothing holding them back from
offering developers attractive busi-
ness terms—most app stores allow
developers to keep 70 percent or more
of the revenue brought in by their
apps—other factors are more challeng-
ing. Managing a thriving developer
ATTRACTING
THE RIGHT
AUDIENCES
Exhibit 2
The Virtuous Circle in App Stores: A Strong Customer Base Attracts More Developers, and More Apps from
Developers Attract More Customers
Source: Booz & Company
Strategic
Objectives
Typical
Business
Deliverables
criss-
cross
. 7 values
100% 25% lines75% 50% dots
Operators’ Strengths and Challenges in
Attracting Developers and Sourcing Apps
Operators’ Strengths and Challenges in
Making Use of Customer Assets
9%
Natural Challenge
More Developers More Customers
Powerful Brand & Marketing
- Operators can benefit from their strong
brand in their local marketsQuality Technical Support
- Managing a developer community
is a high-cost business
- Operators are not used to the
software business
High Reach & Exposure
- Most operators have relatively
small subscriber bases,
compared to the global installed
bases of many OEMs
Generous Business Model
- Operators can implement
revenue-sharing model similar
to the market standard
Broad & Diverse Offerings
-The limited number of developers,
fragmented across several platforms,
limits the breadth of offerings
- But in some markets, operators
can leverage local content
Quality Storefront
- By managing their networks, operators
can improve the quality of their data traffic
- Knowing customers’ needs and behavior,
operators can develop friendly, locally
relevant app stores
- But other app stores could also analyze
customer behavior
Easy Monetization Engine
- Operators can use subscriber accounts
for payment, making the process easy
for customers
Natural Strength Neutral
8. Booz & Company6
community and offering the high-
quality technical support developers
need is an expensive operation, and
few operators have experience in the
software business. And compared with
makers of mobile devices or mobile
operating systems, few operators have
the huge global installed base needed
to provide enough customers to
attract developers, unless they partner
with other operators.
In contrast to their difficulties in
attracting strong developer communi-
ties, telecom operators do have the
strengths necessary to attract a critical
mass of customers.
Powerful brands and marketing
expertise: Operators could benefit
from their strong brands in their local
markets and their ability to steer traf-
fic to their app stores by customizing
devices to send users there directly.
Quality of storefront: Because opera-
tors have control over their networks,
they can provide customers with dif-
ferentiated offerings based on quality
of service. High data users could be
given the option of paying more for
reliable connections and downloads.
By the same token, operators could
leverage their local and operator-
specific capabilities to provide content
such as mobile TV or telecom-specific
apps for uses such as consumption
tracking and service control.
Monetization: Operators’ close
relationship with their customers will
allow them to develop simple pay-
ment tools, including direct debiting
of subscriber accounts and mobile
payment (m-payment) systems.
Such tools would promote access to
app stores and smooth the buying
process—a particularly attractive
solution in emerging markets, where
few subscribers have their own bank
accounts.
Based on these strengths, mobile
operators have several levers they can
pull in devising a strategy to build an
app store (see Exhibit 3). Operators’
use of these levers will determine their
strategic direction for the future.
Exhibit 3
Assets and Potential Levers for Operators in the Mobile Apps Market
Source: Booz & Company
Strategic
Objectives
Typical
Business
Deliverables
criss-
cross
. 7 values
100% 25% lines75% 50% dots
ASSETS STRATEGIC LEVERS
9% Utility bills & services
Ability to Steer
Traffic
Local/Operator-
specific Content
Control of Network
Quality
Steer Traffic toward Preferred Stores
- Steer traffic through soft keys or other handset customization levers
Provide Own Applications
- Provide apps utilizing operator-specific or local content (e.g., consumption
tracking, TV)
Provide Convenient Payment Tools
- Be a monetization engine for third parties’ app stores through simple
m-payment systems
Payment Tools
Differentiate Service-level Data Packages
- Create data packages based on partnerships with third-party app stores to
guarantee (for a premium) network quality for data-intensive apps
1
2
3
4
9. 7Booz & Company
An App Store Consortium
One solution to the problem of attracting developers might be for
operators to band together, and two separate initiatives are intended to
do just that. A group of four mobile operators—China Mobile, SoftBank,
Verizon Wireless, and Vodafone—has made plans to create the Joint
Innovation Lab (JIL). By bundling all of its customers into one large
audience, the JIL hopes to persuade developers to create rich content of
all kinds.
The second effort involves a consortium of 24 mobile operators, called
the Wholesale Applications Community (WAC), to allow developers to
distribute applications across a number of delivery platforms through
a single point of entry. As with any consortium, the challenge will be to
coordinate the WAC’s numerous partners and their many, sometimes
competing initiatives; if the WAC can overcome that, it will have created a
very substantial audience with which to attract developers.
Both initiatives are supported by a number of handset manufacturers,
including LG Electronics, RIM, Samsung Electronics, and Sony Ericsson.
Telecom operators have the
strengths necessary to attract
a critical mass of customers.
10. Booz & Company8
Despite the many considerable assets
operators possess in their efforts to
compete in the mobile apps markets,
perhaps the most serious challenge
they face is their lack of control
over the many mobile operating
systems running on the vast number
of different devices available to
consumers. No matter what app store
strategy they devise, operators must
take this diversity—and the different
market dynamics of each OS—into
account, pulling different levers
depending on the OS.
iPhones: Despite accounting for 11
percent of the mobile device market
in 2009, the iPhone accounted
for two-thirds of the mobile
apps downloaded. Given its tight
integration with Apple’s own App
Store and controlling stake in the
market, the iPhone offers little in the
way of opportunities for operators
to benefit. Operators that have
made deals with Apple to offer the
iPhone have certainly seen increases
in subscribers. Other possibilities,
however, may be limited to developing
iPhone-specific applications that are
close to operators’ core business,
such as mobile TV for subscribers, or
devising differentiated service-level
plans for iPhone users who consume
lots of data.
BlackBerrys: The popular BlackBerry
offers more opportunities for
operators. As with the iPhone,
operators could develop their
WORKING
WITH THE OS
No matter what app store strategy
operators devise, they must take into
account the vast number of different
devices available to consumers.
11. 9Booz & Company
own subscriber-specific apps, and
differentiate traffic from applications
or subscribers by service levels. They
could also offer their monetization
engines to the BlackBerry store,
although we believe it could be more
appropriate for them to include
BlackBerry apps in their own app
stores in order to retain customer
ownership.
Other operating systems: The app
stores landscape in other operating
systems, including Android, Symbian,
and Windows Mobile, is more
fragmented, with many players—
equipment manufacturers, operators,
and independents—having their own
app stores, although the OS owners
have the richest ones at the moment.
This fragmentation potentially gives
operators more freedom of movement
in the mobile apps space. In this case,
operators could potentially have a
right to win by building their own
app storefront, provided they can
feed it with apps from developers.
This storefront could take several
forms. The simplest form would
provide subscribers with access to the
thousands of apps offered at other
stores, perhaps including tools to
smooth the purchasing process.
Operators could also build their
own stores, offering apps developed
for a variety of systems, as well
as subscriber-specific apps for
local content or data consumption
management. Ambitious operators
could also build a niche for themselves
by providing differentiated content
through customized apps targeted to
specific customer segments.
The most complex option would
involve an integrated strategy, in
which an operator would offer its
own smart phone, and partner with
the maker of the phone’s OS to
develop its own app store, and the
apps to go with it. The success of this
option would depend on generating
the critical mass of apps needed to
attract more developers and, in turn,
more customers. For instance, China
Mobile, with more than 500 million
subscribers, is planning to launch its
own smart phone equipped with a
customized OS to be supplemented by
the operator’s own app store.
Non-smart phones: Mobile devices
that don’t offer the latest Web-surfing
and apps capabilities of smart phones
provide a further opportunity for
operators, especially in emerging
markets, where their use is most
common. Smart phones make up no
more than 10 percent of all mobile
devices in these markets. In addition,
end-users may see little need to pay
for entertainment apps, given the
prevalence of piracy. However, users
do see the high value that certain
practical apps—such as e-government
(perhaps funded by local governments
themselves), health, and education
services—can bring to them.
Operators could also leverage the
increasing development and spread of
m-payment services in these markets
to monetize their applications.
12. Booz & Company10
Setting the iPhone juggernaut aside,
the world of mobile apps is highly
fragmented, with no app store
yet owning a significant share of
the market. That presents a real
opportunity for mobile operators
looking to get into the business.
Operators can leverage their
relationships with subscribers by
following one of several strategies, all
of which are designed to aggregate, to
varying degrees, the quickly growing
number of third-party apps already
available. Each of these strategies
depends on one or more of the assets
that operators can leverage in pursuit
of an app store play, and they can be
tailored to the device and operating
system under consideration. It is
conceivable that all of them could be
carried out simultaneously, depending
on device and geography.
In every case, the key for operators
is to maintain the relationship with
end-users if they want to avoid being
relegated to a mere bit pipe.
Closed storefront: The first possibility
is to build a closed storefront that
offers only applications developed
or sourced by the operator, and
competes head-on with third-party
app stores; examples include Orange
and Telefónica. These storefronts
could be integrated with a specific
device, like the iTunes App Store with
the iPhone. In this case they would
depend on the creation of a mobile
device in combination with dedicated
apps; both Vodafone and China
Mobile have taken this approach. The
storefronts could also be tailored to
niche markets, dedicated to a specific
handset, OS, or customer segment,
such as teenagers.
Closed storefronts might also contain
special areas featuring apps for which
developers pay a premium for greater
visibility or apps being promoted to
particular user segments, as identified
through customer intelligence. And
they would also offer convenient
purchase models via customer
accounts or instant m-payment
solutions.
Open storefront: An open storefront
would offer access to third-party app
stores, in addition to the features and
components of a closed storefront. An
easy interface would facilitate access
to third-party stores through soft
keys and other links, and revenues
would be shared with the third-party
partners. An open arrangement
would allow operators to provide
their subscribers with access to the
large and diverse catalogs of apps
available on a variety of OS and
device platforms, while avoiding the
challenge of building a developer
community on their own.
SIM app store: Finally, operators
could build a SIM app store for
phones other than smart phones.
This strategy is especially attractive
for operators that want to gain a
competitive edge in emerging markets
by offering attractive apps along with
workable m-payment solutions. An
added bonus: These markets are not
yet on the radar screen of the large
independent app stores, since more
than 80 percent of the world’s smart
phones are located in developed
markets.
No matter which strategy an operator
chooses, the key is to offer subscribers
a quality storefront they will be happy
to return to, and to build into the
storefront the features that will help
the operator maintain its relationship
with subscribers and generate
incremental revenue at the same time
(see “Components of a Successful App
Storefront”).
THREE
STRATEGIES
13. 11Booz & Company
Components of a Successful App Storefront
Local content: Apps and other services designed for subscribers in
particular geographies served by the operator. Examples include mobile
TV, news, and information. Local content may be especially successful as
part of SIM-based app stores in developing markets.
Operator-specific apps: Apps intended to help subscribers manage their
relationship with the operator, including account management; billing;
and voice, message, and data consumption, as well as services such as
mobile TV.
Premium apps: Apps that are given premium placement on the storefront
in exchange for payment by their owners.
Apps catalog: A collection of apps sourced through partnerships with
developers and companies promoting apps, which could be paid for
through revenue-sharing agreements.
Payment: Tools that allow users to pay for apps and services through
convenient m-payment solutions or through their mobile accounts.
Mobile advertising: Space on app storefronts or within apps themselves,
sold by operators to advertisers, with content often keyed to the current
interests and browsing habits of subscribers.
Gateways to third parties: Links to other app stores owned by third-party
apps developers, OS owners, device makers, and independents—
redirecting traffic to cobranded spaces in third-party stores, for example.
14. Booz & Company12
CONCLUSION As the competition to provide
consumers with more and better
mobile apps heats up, telecom
operators run the risk of becoming
mere conduits to the successful
app stores of others. To avoid that
fate, operators must play the game,
building storefronts attractive enough
to maintain the critical relationship
with their subscribers. The real upside
for operators, beyond targeting
additional revenues from selling
apps, is churn reduction, increased
ARPU, and improved subscriber
acquisition. Succeeding in this arena
requires operators to master the
business of retailing mobile apps
and getting access to a large network
of developers or partners, in order
to feed their subscribers with large,
regularly renewable catalogs of apps.
The mobile apps business is moving
and evolving quickly. Operators that
act now stand to reap significant
advantage.
15. 13Booz & Company
About the Authors
Roman Friedrich is a
Booz & Company partner
based in Düsseldorf and
Stockholm. He leads the
communications, media,
and technology practice in
Europe, and specializes in
the strategic transformation
of fixed-line and mobile
communications, technology-
based transformation, and
sales and marketing in the
communications, media, and
technology industries.
Pierre Péladeau is a
Booz & Company
partner based in Paris.
He works primarily in
the telecommunications,
media, and high-technology
industries. His focus
areas include strategic
transformations, operating
models, growth, innovation,
sales and marketing, and
technology strategies.
Olaf Acker is a
Booz & Company principal
based in Frankfurt. He focuses
on technology strategy for
communications, media, and
technology companies.
Mohssen Toumi is a
Booz & Company senior
associate based in Paris.
He works primarily with
high-tech companies
and telecommunications
operators. His focus areas
include growth, innovation,
sales and marketing, and the
development of technologies
in emerging countries.