This document is an executive summary of the Deloitte Open Mobile Survey 2012. It finds that the mobile industry is undergoing rapid changes as new entrants rewrite the rules of competition. Nearly half of respondents believe internet companies will dominate mobile in 5 years, while carriers will focus on connectivity. Most companies must transition from closed to open models. The summary also notes that mobile cloud, machine-to-machine technologies, and mobile payments show the most potential for future revenue. Gaming is seen as the most lucrative app category long-term.
Mobile Device Makers Expand to Mobile InternetIBMElectronics
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
To gauge the perceptions of mobility among IT professionals, Accenture Research surveyed several hundred CIOs and several thousand application developers in North America, Europe, Asia and South America in January 2012. The results were startling. When asked to tally their priorities, 78 percent of CIOs placed mobility in their top five.
Improving the Economics of Mobile Marketing AdTruth
This whitepaper is intended to present a view of the current situation in mobile advertising and the trends that are shaping it today and will shape it in the future. While mobile devices are rapidly outpacing traditional personal computers as the platform of choice for consumers, marketing and advertising are currently failing to keep up and capitalize on the opportunity. We divide this whitepa- per into three sections to review the issue. The first section outlines the current landscape and economic realities for digital advertising. The second section defines and describes the key challenges facing mobile marketers and contributing to the core problem of mone- tization (or lack thereof). The third and final section provides practical advice for improving the economics of mobile advertising for everyone – both advertisers and publishers alike.
The document discusses the challenges facing mobile network operators, including increased competition, regulatory pressures, and the rise of over-the-top communications apps. It notes that operators' average revenue per user is declining as a result. The document considers how operators can respond to the threat from OTT apps, including by developing their own OTT services, partnering with OTT players, or committing to Rich Communication Services. A survey of operators found that most believe OTT apps are already negatively impacting their business and that RCS can help address this threat by providing an advanced messaging platform.
The document proposes an enterprise social software solution hosted in the cloud and built on Microsoft's products. It projects $15 billion in first year sales from 100 million licenses sold at $150 each. The solution aims to enhance collaboration and optimize communication securely across organizations. Risks include security breaches and an unfavorable reaction to its proprietary nature, but these are assessed as medium to low risk with mitigation strategies. The marketing strategy leverages Microsoft's brand and distribution channels while emphasizing benefits like cost savings, mobility, and environmental friendliness.
Digital markets can adopt different personalities as they evolve. Understanding each one is the key to turning media fragmentation into precise communication opportunities.
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launch’s success, and they must predict the moves and motivations of all of the players behind those technologies.
Mobile Device Makers Expand to Mobile InternetIBMElectronics
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
To gauge the perceptions of mobility among IT professionals, Accenture Research surveyed several hundred CIOs and several thousand application developers in North America, Europe, Asia and South America in January 2012. The results were startling. When asked to tally their priorities, 78 percent of CIOs placed mobility in their top five.
Improving the Economics of Mobile Marketing AdTruth
This whitepaper is intended to present a view of the current situation in mobile advertising and the trends that are shaping it today and will shape it in the future. While mobile devices are rapidly outpacing traditional personal computers as the platform of choice for consumers, marketing and advertising are currently failing to keep up and capitalize on the opportunity. We divide this whitepa- per into three sections to review the issue. The first section outlines the current landscape and economic realities for digital advertising. The second section defines and describes the key challenges facing mobile marketers and contributing to the core problem of mone- tization (or lack thereof). The third and final section provides practical advice for improving the economics of mobile advertising for everyone – both advertisers and publishers alike.
The document discusses the challenges facing mobile network operators, including increased competition, regulatory pressures, and the rise of over-the-top communications apps. It notes that operators' average revenue per user is declining as a result. The document considers how operators can respond to the threat from OTT apps, including by developing their own OTT services, partnering with OTT players, or committing to Rich Communication Services. A survey of operators found that most believe OTT apps are already negatively impacting their business and that RCS can help address this threat by providing an advanced messaging platform.
The document proposes an enterprise social software solution hosted in the cloud and built on Microsoft's products. It projects $15 billion in first year sales from 100 million licenses sold at $150 each. The solution aims to enhance collaboration and optimize communication securely across organizations. Risks include security breaches and an unfavorable reaction to its proprietary nature, but these are assessed as medium to low risk with mitigation strategies. The marketing strategy leverages Microsoft's brand and distribution channels while emphasizing benefits like cost savings, mobility, and environmental friendliness.
Digital markets can adopt different personalities as they evolve. Understanding each one is the key to turning media fragmentation into precise communication opportunities.
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launch’s success, and they must predict the moves and motivations of all of the players behind those technologies.
This document provides an overview of 8 trends from 2012 and previews trends to watch for in 2013. It discusses the rise of visually-focused digital design and content driven by smartphones and tablets. Other trends covered include the increasing role of social media, the promise and challenges of big data, disruption in various industries, and the growing importance of mobile and retail technology. The document aims to identify and explore significant developments from the past year and important trends to watch going forward.
Deloitte is a global network of professional services firms that provides audit, consulting, financial advisory, risk management, and tax services. It operates through individual member firms in various countries, which are separate legal entities. The document provides a brief overview of Deloitte and its legal structure, noting that services may vary by country and rules and regulations. It also contains standard disclaimers regarding the general nature of its content and advising readers to consult professionals regarding specific situations.
Smartphone Vehicle Integration & Connectivity 2014
Vehicle OEMs are under increasing pressure to bring customers' connected lives into the vehicle. The challenge lies in providing seamless functionality whilemaintaining product differentiation to sell more vehicles in a world where demand for smart phone integration is rapidly increasing.
The solution lies in optimizing the balance between embedded solutions and smartphone integration to maximize customer appeal and overcome connected device reliability issues while minimizing security threats and driver distraction.
Varying development cycles between vehicles and consumer electronics and a lack of standardization across operating systems and connectivity protocols add further complexity to these challenges meaning OEMs must assess big data and understand industry trends to develop market leading products.
The most effective way to overcome interoperability, enhance smartphone connectivity and minimize security risks and driver distraction is to share best practice with all industry stakeholders including OEMs, operating systems, app developers, wireless carriers, consumer electronics manufacturers, government regulators and suppliers.
The first Smartphone & Embedded Connectivity Vehicle Integration 2014 has been engineered specifically to focus on this very latest challenge in vehicle infotainment. Hosting 20+ industry leading speakers, the congress will outline operating system and platform solutions, connectivity architecture, app development and user interfaces to create competitive infotainment systems, optimize integrated with embedded functionality and maximize customer appeal tosell more vehicles.
For more information please visit: http://www.smart-phone-vehicle-integration-2014.com/
The turn of the century has ushered in a new age of technology where knowledge and economies are becoming more competitive. With technologies becoming obsolete quickly and new products constantly being launched, the product life cycles of cell phones are decreasing rapidly. HTC Corporation entered the business cell phone industry early and chose Microsoft's Windows Mobile as its strategic partner. It differentiated its products from rivals by focusing on high-end business cell phones and collaborating with suppliers and distributors. More recently, HTC has expanded into consumer cell phones and mid-range models while continuing to develop partnerships and improve efficiency.
Developer Economics 2011 is definitive report on mobile developers, apps and brands going mobile.
In this second annual report, we explore both what drives developer mindshare, and how brands are fast-forwarding into the world of mobile.
Free download at www.DeveloperEconomics.com
Created by VisionMobile, sponsored by BlueVia
This document provides an overview and key takeaways from VisionMobile's recent survey of 3,460 mobile developers. It discusses the growing mobile duopoly of iOS and Android, the developer tools landscape, and the revenue models and strategies used by developers. The document contains 3 chapters that discuss mobile platform duopolies and the gap between platforms, the ecosystem of over 500 developer tools and services, and the rise of mega SDK vendors in the market. It also provides additional information about VisionMobile and the terms of reusing the report.
Strategy Thinking and Innovation - Microsoft's XBox - A study of a MNC and th...Mark Llanos, MBA
Microsoft entered the video game console market in 1998 with the original Xbox to compete against Sony and Nintendo. While the Xbox faced challenges early on, Microsoft released the Xbox 360 a year ahead of competitors, which helped boost sales. Microsoft's primary business model is a best-cost provider strategy, offering competitive products at reasonable prices. The company focuses on innovation and growth through strategic partnerships and acquisitions. Corporate culture and leadership will be key to realizing Microsoft's future opportunities and successfully executing its strategies in the competitive gaming industry.
Developer Economics 2012 is available for free download at www.DeveloperEconomics.com. This report focuses on five main areas: The redefinition of mobile ecosystems, Developer segmentation, Revenues vs. costs in the mobile economy, App marketing and distribution and Regional supply vs. demand of apps.
Around 40% of people in the developing world now actively subscribe to mobile services, with many more having access to a mobile, if not direct ownership. Mobile access in these regions has outpaced the rate at which much of the population is gaining access to basic services such as electricity, sanitation, and banking. As such, there has been increased focus on the role mobile can play in improving social, economic and environmental development in emerging markets. There are now over 1,000 live, mobile-enabled products and services in the developing world across several verticals, including financial services, health and entrepreneurship. While there has been substantial growth in the number of these services over the last three years, the opportunity to achieve broad-based scale is significant.
Mobile operators are increasingly incorporating these 'mobile for development’ (M4D) services as important components of their value added services (VAS) portfolio in developing markets, partly as a contributing driver of future revenue growth, but more importantly as an enabler to forging a loyal relationship with previously unconnected, low-income subscribers. As the use of mobile data rises over the next three to five years, capturing the loyalty of these subscribers now will be key to solidifying the operators’ place in the data value chain in the future.
Our new report, Scaling Mobile for Development, outlines the challenges and opportunities for achieving commercial success and social impact through M4D services. It has been developed by Mobile for Development Intelligence with support from the Rockefeller Foundation. Our inclusive approach included a research process and production of an interim (April 2013) and final report, with a series of peer review workshops held in Nairobi, Kenya and Washington DC to drive collaboration and thought leadership across stakeholder groups.
The document provides an analysis of BlackBerry's position in the smartphone market. It discusses BlackBerry's history of success and recent decline due to failure to innovate and increased competition. The analysis identifies BlackBerry's target market as business professionals and proposes a marketing strategy focused on this segment by appealing to nostalgia and emphasizing the Classic model's productivity features.
This document analyzes the competitive strategies of Nokia and discusses the balance between market-led and resource-based approaches. It summarizes Nokia's strategies over time, noting that Nokia was initially successful because it balanced market opportunities with its internal strengths in mobile phones. However, in the early 2000s, Nokia focused too much on high-end phones and less on market trends, causing it to lose market share. But Nokia was able to recover by adjusting its strategy to again balance market-led and resource-based approaches. The document argues that long-term success requires a complementary relationship between these two strategic approaches.
The document discusses the potential of mobile money in Africa. It notes that mobile money platforms facilitate transactions on mobile phones and manage accounts, processing transactions to enable mobile money services. Mobile money is expected to reach $245 billion globally by 2014, integrating finance and mobile networks to provide financial services to the unbanked. However, mobile money also faces challenges, as a crowded market with many proprietary wallets could confuse users. Overall, mobile money may catalyze a shift away from cash-based transactions through expanded use of electronic payments via mobile phones.
Managing mobile devices proactively depends on more than the tools — such as mobile device management — that offer a “silver bullet” for the onslaught of mobile support requests. IT has two choices: 1) work to patch and fix by continually amending policies and myopic infrastructure or 2) establish a stance rooted in control over the devices in place today and those likely to be requested tomorrow and well into a multi-device, connected future.
Solving this problem and establishing control is an issue not only of the proper technology but key relationships across the organization, informed and enforceable policy, and a multi-part technology stack to operationalize said policy. We call this the mobile control plane, a complex but critical layer of support that serves as the foundation for enterprise mobile rollouts that’s lacking in most companies today.
The document analyzes Nokia's strategic position in the smartphone market. It describes Nokia as the world's largest mobile device manufacturer and discusses the rapidly growing smartphone segment. However, Nokia's market share in smartphones is declining compared to competitors like Apple and RIM. The document performs an industry analysis using Porter's 5 Forces and a SWOT analysis of Nokia. It identifies that while Nokia's smartphones are feature-rich, issues with its Symbian operating system have led to dissatisfaction and weak market share in key markets like the US. An effective smartphone strategy is needed to improve Nokia's position in the industry.
Ericsson Traffic and Market Report- June 2012Ericsson Slides
According to Ericsson’s second Traffic and Market Report - On the Pulse of the Networked Society, 85 percent of the world’s population will have internet coverage via 3G by 2017 – and there will be close to 9 billion mobile subscriptions, compared to 6 billion at the end of 2011.
For more information please visit: www.ericsson.com/trafficmarketreport
Based on, and including, interviews with a global panel of experts from world-leading institutions, Capitalising on the Digital Age outlines future revenue models and strategies that media and telecoms firms should consider adopting in order to prosper in a world where the value of traditional business models is slowly being eroded.
Ericsson consumer lab identifies what consumers really want from their operatorsEricsson France
The document analyzes a study conducted by Ericsson ConsumerLab to understand the optimal consumer experience for communication service users in the US. The study found that:
1) While over half of US consumers surveyed were satisfied with their operator overall, satisfaction levels declined when asked about specific interactions.
2) The most important factor for the consumer experience was service and support, particularly knowledgeable representatives.
3) There were still unmet needs around transparency, efficiency, and proactivity that could further improve satisfaction if addressed by operators.
The document provides guidance on maintaining the mechanical aspects of cooling towers to keep them running efficiently. It outlines important inspection and maintenance procedures for key components like motors, gear reducers, drive shafts, fans, and water flow paths. Regular inspection and maintenance of these parts is essential to prevent operational problems, downtime, and system failures.
This document provides an overview of 8 trends from 2012 and previews trends to watch for in 2013. It discusses the rise of visually-focused digital design and content driven by smartphones and tablets. Other trends covered include the increasing role of social media, the promise and challenges of big data, disruption in various industries, and the growing importance of mobile and retail technology. The document aims to identify and explore significant developments from the past year and important trends to watch going forward.
Deloitte is a global network of professional services firms that provides audit, consulting, financial advisory, risk management, and tax services. It operates through individual member firms in various countries, which are separate legal entities. The document provides a brief overview of Deloitte and its legal structure, noting that services may vary by country and rules and regulations. It also contains standard disclaimers regarding the general nature of its content and advising readers to consult professionals regarding specific situations.
Smartphone Vehicle Integration & Connectivity 2014
Vehicle OEMs are under increasing pressure to bring customers' connected lives into the vehicle. The challenge lies in providing seamless functionality whilemaintaining product differentiation to sell more vehicles in a world where demand for smart phone integration is rapidly increasing.
The solution lies in optimizing the balance between embedded solutions and smartphone integration to maximize customer appeal and overcome connected device reliability issues while minimizing security threats and driver distraction.
Varying development cycles between vehicles and consumer electronics and a lack of standardization across operating systems and connectivity protocols add further complexity to these challenges meaning OEMs must assess big data and understand industry trends to develop market leading products.
The most effective way to overcome interoperability, enhance smartphone connectivity and minimize security risks and driver distraction is to share best practice with all industry stakeholders including OEMs, operating systems, app developers, wireless carriers, consumer electronics manufacturers, government regulators and suppliers.
The first Smartphone & Embedded Connectivity Vehicle Integration 2014 has been engineered specifically to focus on this very latest challenge in vehicle infotainment. Hosting 20+ industry leading speakers, the congress will outline operating system and platform solutions, connectivity architecture, app development and user interfaces to create competitive infotainment systems, optimize integrated with embedded functionality and maximize customer appeal tosell more vehicles.
For more information please visit: http://www.smart-phone-vehicle-integration-2014.com/
The turn of the century has ushered in a new age of technology where knowledge and economies are becoming more competitive. With technologies becoming obsolete quickly and new products constantly being launched, the product life cycles of cell phones are decreasing rapidly. HTC Corporation entered the business cell phone industry early and chose Microsoft's Windows Mobile as its strategic partner. It differentiated its products from rivals by focusing on high-end business cell phones and collaborating with suppliers and distributors. More recently, HTC has expanded into consumer cell phones and mid-range models while continuing to develop partnerships and improve efficiency.
Developer Economics 2011 is definitive report on mobile developers, apps and brands going mobile.
In this second annual report, we explore both what drives developer mindshare, and how brands are fast-forwarding into the world of mobile.
Free download at www.DeveloperEconomics.com
Created by VisionMobile, sponsored by BlueVia
This document provides an overview and key takeaways from VisionMobile's recent survey of 3,460 mobile developers. It discusses the growing mobile duopoly of iOS and Android, the developer tools landscape, and the revenue models and strategies used by developers. The document contains 3 chapters that discuss mobile platform duopolies and the gap between platforms, the ecosystem of over 500 developer tools and services, and the rise of mega SDK vendors in the market. It also provides additional information about VisionMobile and the terms of reusing the report.
Strategy Thinking and Innovation - Microsoft's XBox - A study of a MNC and th...Mark Llanos, MBA
Microsoft entered the video game console market in 1998 with the original Xbox to compete against Sony and Nintendo. While the Xbox faced challenges early on, Microsoft released the Xbox 360 a year ahead of competitors, which helped boost sales. Microsoft's primary business model is a best-cost provider strategy, offering competitive products at reasonable prices. The company focuses on innovation and growth through strategic partnerships and acquisitions. Corporate culture and leadership will be key to realizing Microsoft's future opportunities and successfully executing its strategies in the competitive gaming industry.
Developer Economics 2012 is available for free download at www.DeveloperEconomics.com. This report focuses on five main areas: The redefinition of mobile ecosystems, Developer segmentation, Revenues vs. costs in the mobile economy, App marketing and distribution and Regional supply vs. demand of apps.
Around 40% of people in the developing world now actively subscribe to mobile services, with many more having access to a mobile, if not direct ownership. Mobile access in these regions has outpaced the rate at which much of the population is gaining access to basic services such as electricity, sanitation, and banking. As such, there has been increased focus on the role mobile can play in improving social, economic and environmental development in emerging markets. There are now over 1,000 live, mobile-enabled products and services in the developing world across several verticals, including financial services, health and entrepreneurship. While there has been substantial growth in the number of these services over the last three years, the opportunity to achieve broad-based scale is significant.
Mobile operators are increasingly incorporating these 'mobile for development’ (M4D) services as important components of their value added services (VAS) portfolio in developing markets, partly as a contributing driver of future revenue growth, but more importantly as an enabler to forging a loyal relationship with previously unconnected, low-income subscribers. As the use of mobile data rises over the next three to five years, capturing the loyalty of these subscribers now will be key to solidifying the operators’ place in the data value chain in the future.
Our new report, Scaling Mobile for Development, outlines the challenges and opportunities for achieving commercial success and social impact through M4D services. It has been developed by Mobile for Development Intelligence with support from the Rockefeller Foundation. Our inclusive approach included a research process and production of an interim (April 2013) and final report, with a series of peer review workshops held in Nairobi, Kenya and Washington DC to drive collaboration and thought leadership across stakeholder groups.
The document provides an analysis of BlackBerry's position in the smartphone market. It discusses BlackBerry's history of success and recent decline due to failure to innovate and increased competition. The analysis identifies BlackBerry's target market as business professionals and proposes a marketing strategy focused on this segment by appealing to nostalgia and emphasizing the Classic model's productivity features.
This document analyzes the competitive strategies of Nokia and discusses the balance between market-led and resource-based approaches. It summarizes Nokia's strategies over time, noting that Nokia was initially successful because it balanced market opportunities with its internal strengths in mobile phones. However, in the early 2000s, Nokia focused too much on high-end phones and less on market trends, causing it to lose market share. But Nokia was able to recover by adjusting its strategy to again balance market-led and resource-based approaches. The document argues that long-term success requires a complementary relationship between these two strategic approaches.
The document discusses the potential of mobile money in Africa. It notes that mobile money platforms facilitate transactions on mobile phones and manage accounts, processing transactions to enable mobile money services. Mobile money is expected to reach $245 billion globally by 2014, integrating finance and mobile networks to provide financial services to the unbanked. However, mobile money also faces challenges, as a crowded market with many proprietary wallets could confuse users. Overall, mobile money may catalyze a shift away from cash-based transactions through expanded use of electronic payments via mobile phones.
Managing mobile devices proactively depends on more than the tools — such as mobile device management — that offer a “silver bullet” for the onslaught of mobile support requests. IT has two choices: 1) work to patch and fix by continually amending policies and myopic infrastructure or 2) establish a stance rooted in control over the devices in place today and those likely to be requested tomorrow and well into a multi-device, connected future.
Solving this problem and establishing control is an issue not only of the proper technology but key relationships across the organization, informed and enforceable policy, and a multi-part technology stack to operationalize said policy. We call this the mobile control plane, a complex but critical layer of support that serves as the foundation for enterprise mobile rollouts that’s lacking in most companies today.
The document analyzes Nokia's strategic position in the smartphone market. It describes Nokia as the world's largest mobile device manufacturer and discusses the rapidly growing smartphone segment. However, Nokia's market share in smartphones is declining compared to competitors like Apple and RIM. The document performs an industry analysis using Porter's 5 Forces and a SWOT analysis of Nokia. It identifies that while Nokia's smartphones are feature-rich, issues with its Symbian operating system have led to dissatisfaction and weak market share in key markets like the US. An effective smartphone strategy is needed to improve Nokia's position in the industry.
Ericsson Traffic and Market Report- June 2012Ericsson Slides
According to Ericsson’s second Traffic and Market Report - On the Pulse of the Networked Society, 85 percent of the world’s population will have internet coverage via 3G by 2017 – and there will be close to 9 billion mobile subscriptions, compared to 6 billion at the end of 2011.
For more information please visit: www.ericsson.com/trafficmarketreport
Based on, and including, interviews with a global panel of experts from world-leading institutions, Capitalising on the Digital Age outlines future revenue models and strategies that media and telecoms firms should consider adopting in order to prosper in a world where the value of traditional business models is slowly being eroded.
Ericsson consumer lab identifies what consumers really want from their operatorsEricsson France
The document analyzes a study conducted by Ericsson ConsumerLab to understand the optimal consumer experience for communication service users in the US. The study found that:
1) While over half of US consumers surveyed were satisfied with their operator overall, satisfaction levels declined when asked about specific interactions.
2) The most important factor for the consumer experience was service and support, particularly knowledgeable representatives.
3) There were still unmet needs around transparency, efficiency, and proactivity that could further improve satisfaction if addressed by operators.
The document provides guidance on maintaining the mechanical aspects of cooling towers to keep them running efficiently. It outlines important inspection and maintenance procedures for key components like motors, gear reducers, drive shafts, fans, and water flow paths. Regular inspection and maintenance of these parts is essential to prevent operational problems, downtime, and system failures.
MTN negotiating $5.2b fine for security failureArun Shankar
MTN Nigeria was fined $5.2 billion by the Nigerian Communications Commission for failing to deactivate 5.1 million unregistered SIM card subscribers by the deadline in August and September 2015. Trading of MTN shares was suspended on November 2nd after the fine was announced and the share price fell sharply. MTN is negotiating with Nigerian authorities to resolve the matter and is advising shareholders to exercise caution when dealing in MTN securities until the issue is resolved.
7 Interesting Facts To Celebrate Valentine’s DayGary Taylr
Every year, we get a lot of orders for giveaways to celebrate Valentine's Day. It's the same this year as well. We have decided to celebrate Valentine's Day with this list of fun facts. We hope you enjoy them!
This document summarizes plans to develop a 10.5-acre waterfront property in Portland, Maine called 58 Fore Street. The property is currently run down but located in a prime spot. A developer named Casey Prentice has been working since 2009 to purchase the land and get it rezoned for a mixed-use development with housing, retail, offices, and public spaces built to integrate with the hilly terrain and preserve historic aspects. Prentice's vision impressed the previous owner and investors. However, the project still requires approval from the city for rezoning and development plans.
Daniel Chaffiol has worked for various companies including BNP Paribas, Société Générale, and Amundi Asset Management. He discusses Docker and how it can be used to containerize applications and services. Docker allows encapsulating applications from their environment using containers, which can then be easily deployed across different environments like development, testing, and production while maintaining identical configurations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document appears to be a storyboard for an animated film or graphic novel titled "The EggTheif". It contains over 100 scenes with descriptions of shots, camera movements, character actions and sound effects. The story follows a character named Stewart who is running from a dragon that is pursuing him. He manages to get away and finds a dragon egg, but must continue evading the protective parent dragon seeking its egg.
The document discusses the process of communication. It defines communication as the transmission of information, ideas, and attitudes from one person to another. The key elements of the communication process are:
- A sender encodes a message and transmits it through a channel.
- At the receiving end, the message is decoded by the receiver.
- Feedback is also an important part of the process, as it allows the sender to determine if the receiver understood the message.
When all the elements work together effectively, it leads to successful communication.
This 3 sentence document appears to be a student's name, class, and assignment title repeated 3 times. It seems to be the beginning of a storyboard for an opening sequence created by Thabssoom Islam for their Media Studies class. The short repeating text does not provide much contextual information to summarize further.
The document compares and contrasts shot types, lighting, expressions, gestures, angles, and costumes between the model used on the cover of the author's magazine and models used on covers of Adele's Billboard magazine and POP magazine.
There are several similarities noted between the author's model and Adele's model, including both using medium shots where the focus is on the face, having dark backgrounds, and straight serious facial expressions. Similarities are also found between the author's model and POP magazine's model, such as head positioning, mouth shape, and tilted head gestures showing attitude.
Differences include Adele having a straighter posture versus the author's model showing attitude, and shot types and angles varying between the author
Mr. Rakesh Kumar has been included as a reviewer member for the IJCSCN Journal where he will review articles and participate in the publishing process. As a reviewer member, he will also take on an advisory role for the journal. The chief editor recognizes Mr. Kumar's contributions as a generous donor and reviewer for reserving him this distinguished position.
Adaptation and Implementation of Evidence-Based Clinical Practice Guidelines for Antibiotic Prophylaxis in Surgery in King Saud University Hospitals in Riyadh, Saudi Arabia
Digital transformation-of-business-harvard-business-reviewJerry Chen
Business value of Strategy for enterprise organizations
A Harvard Business Review report - The Digital Transformation of Business – demonstrates how leading organizations are getting creative with cloud, mobile, social and big data. Understand how 537 enterprise executives are using megatrend technologies to drive transformational impact for their business, their customers and their employees.
The document discusses how digital technologies like cloud, mobile, social media, and big data are transforming businesses. A survey of over 500 executives found that these technologies allow companies to improve customer service, increase productivity, develop new products and services, and increase revenues. Mobile in particular enables new business scenarios, like apps that improve the fan experience for the Detroit Lions football team and allow Delta flight attendants to increase sales. Cloud computing provides flexibility and agility that allows for innovation. While security and data concerns remain challenges, leading companies are finding ways to leverage digital technologies for top-line growth and transformation.
This document discusses the findings of a survey on how businesses are transforming through adoption of digital technologies like cloud, mobile, social media, and big data. Key findings include:
- Over half of respondents said these technologies are already transforming their businesses, with impacts including improved customer service, increased productivity and revenues, and new business models and products.
- Mobile access is enabling new business scenarios by allowing employees to work anywhere and companies to innovate through new customer apps and services. Delta Air Lines is an example using mobile to sell more products in-flight and improve customer service.
- Cloud computing is driving business agility by providing flexible infrastructure and lower costs, enabling faster innovation and new services. Leading companies
State Enterprise Advantages and Disadvantages | Mobile ReadinessKloudData Inc
The use of interchangeable, flexible solutions will enable organizations to create repeatability, efficiency and scale in their development process. We hope you have enjoyed the 2013 State of Enterprise Mobile Readiness report.
This document discusses the findings of a 2023 survey on application strategies. Some key findings include:
- Hybrid IT environments with applications distributed across on-premises, public cloud, and other locations are now the norm and expected to continue indefinitely.
- On-premises deployments remain the most common location for applications despite growth in other models like public cloud.
- Modern application architectures now make up 40% of portfolios on average but traditional apps are still widely used, requiring management of both.
- Security, performance, and complexity are ongoing challenges for organizations operating applications in multiple cloud environments.
This document provides a summary of the Developer Economics 2011 report, which analyzes trends in the mobile app development industry. Key findings include:
1) Mobile web is gaining developer mindshare while Symbian and Java ME are declining. Android and iOS remain the top platforms but Windows Phone shows potential.
2) Large market penetration is the most important factor for developers when choosing a platform, more so than money-making abilities. Revenue potential varies significantly by platform.
3) App stores are the primary distribution method but their fragmentation poses challenges for developers needing to support many stores.
4) Developers have a variety of backgrounds and motivations, and platforms attract different types of developers in different regions.
Developer Economics 2011 takes the reader across the entire developer journey, from the shift of mindshare and why "users can buy you love," to how money is made in mobile. It covers the hottest issues, from app design and promotion to monetisation and user support.
The State of Mobile Apps 2012: A Survey of Enterprise Plans Kony, Inc.
MGI Research conducted a survey of over 200 organizations around the world to paint a holistic view of the current state and the future of mobile apps. This document outlines the summary of the results.
Mobile business intelligence reporting provides several benefits for organizations looking to enable a mobile workforce. It allows workers to access important information anytime from their mobile devices, improving productivity. Security concerns are addressed through standard authentication methods that provide easy access similar to email. Content should be personalized for different user segments to boost adoption of mobile reporting.
移动开发者经济学 Mobile developer economics 2010 report finalAppLeap Inc.
This document summarizes a research report on mobile developer economics in 2010 and beyond. It finds that developer mindshare has migrated away from incumbent platforms like Symbian, Java ME, and Windows Phone towards newer platforms like Android and iOS. Android has emerged as the platform with the most developer mindshare. While market penetration is the most important factor for developers in choosing a platform, there is a disconnect between platform market share and developer mindshare. App stores have reduced the average time for an app to be released and for developers to be paid. However, discovery and monetization remain challenges, and revenue expectations have not been met for many developers.
Senior managers from hundreds of enterprises around the globe, in multiple industries, with a range of titles, were asked about their mobile strategies and current level of success. From this survey, only the top 14% were ranked as leaders. The complete IBM Institute for Business Value study will share with you the use of mobile by industry and highlight what the leaders have done to rise to the top.
This document provides an overview of mobile application development. It discusses the differences between mobile and traditional development, including shorter development cycles and the need to support multiple devices. It also covers various client architectures like native, web, and hybrid apps. The document outlines several mobile platforms and programming languages. It discusses concepts like responsive design and mobile-first approaches. Finally, it compares tools and frameworks for HTML5 development, including jQuery Mobile and Sencha Touch.
Most companies, governments and organizations are still woefully unprepared for what’s coming next in mobile. Sooner than you think, almost everyone on Earth will be connected
to everyone else. Everyday objects
are already being connected to form a vast Internet of Things. Our world has become an expanding ecosystem of people, devices and systems – soon to be turbocharged with near zero-latency 5G. If you think mobile has changed everything already, you haven’t seen anything yet.
Developer economics 2013 (VisionMobile, Михаил Вакуленко) III Форум Apps4AllApps4All
This document discusses the mobile developer ecosystem and economics. It highlights that Android and iOS dominate developer mindshare but there is still interest in alternatives like Windows Phone and BlackBerry. HTML5 is becoming viable for some apps but needs better platform API access and debugging support. Tablets are reaching mindshare parity with smartphones while TV remains niche. Most developers use multiple platforms but money is concentrated in iOS and Android. Advertising is the most popular revenue model but lowest earning while in-app purchases are rising. There are over 500 tools for developers to choose from to support app development.
The Upwardly mobile enterprise 2014_03_05_5616_Summary_Powerpoint_Deck_The_Kirsty Simpson
The document summarizes a study conducted by IBM on developing mobile strategies for enterprises. It describes conducting an online survey of over 600 global respondents and 30 interviews. It then discusses defining "mobile strategy leaders" as those with a well-defined mobile strategy aligned to business strategy and with executive oversight. The document advocates that to compete effectively, companies recognize the need for a leading mobile strategy and governance structure to oversee mobile initiatives.
This document summarizes the findings of a survey conducted by the Economist Intelligence Unit on how technology will impact how companies interact with their customers within the next 5 years. The survey found that customer-driven innovation will become more important, as empowered customers will be a leading source of innovative ideas. Companies will need to adopt digital channels that are relevant to younger generations and be prepared to more openly share information with and involve customers in business processes while maintaining security. Technology must also enable greater responsiveness to customer demand.
- The document discusses a study by IBM on mobile enterprise strategies. It found that less than half of organizations have comprehensive mobile strategies in place.
- Mobile strategy leaders who have clear mobile strategies in place are seeing greater ROI and benefits from mobile investments. They also believe mobility is fundamentally changing how their organizations do business.
- Developing an effective mobile governance structure with cross-functional representation is important for coordinating mobile efforts and ensuring initiatives are aligned with business strategies. The CIO often leads mobile governance but mobile leaders involve other roles like CMO earlier in the process.
IBM Institute for Business Value - The Upwardly Mobile EnterpriseIBM Software India
Senior managers from hundreds of enterprises around the globe, in multiple industries, with a range of titles, were asked about their mobile strategies and current level of success. From this survey, only the top 14% were ranked as leaders. The complete IBM Institute for Business Value study will share with you the use of mobile by industry and highlight what the leaders have done to rise to the top.
This document discusses findings from IBM's 2012 Tech Trends Report, which surveyed over 1,200 IT and business professionals about their adoption of emerging technologies like mobile, analytics, cloud computing, and social business. It identifies three types of organizations - Pacesetters, Followers, and Dabblers - based on how important and how quickly they adopt these technologies. Pacesetters see these technologies as critically important and adopt ahead of competitors. They are more market-driven, analytical, and experimental than other organizations in capitalizing on emerging technologies.
Navigating Risk In Data & Technology TransactionsMMMTechLaw
The document discusses various risks and considerations for negotiating data and technology contracts. It covers indemnification provisions, confidentiality obligations, security requirements, limitations of liability, export controls, open source software risks, and patent licensing issues. The parties should address allocation of risks, third party intellectual property claims, data protection policies, liability caps, exceptions for gross negligence, compliance with export laws, risks to intellectual property and revenue from open source software, and product liability insurance requirements.
This document is a proposed bill to amend Georgia law to create the Invest Georgia Fund as a component of the existing Seed-Capital Fund. The bill provides legislative findings about increasing private investment capital for Georgia businesses. It defines key terms related to venture capital funds, early stage businesses, and the new Invest Georgia Board. The bill also establishes provisions for insurance premium tax credits that can be purchased by insurance companies to offset tax liability and be allocated to the new Invest Georgia Fund.
Here are the key points about post-closing purchase price adjustments from the document:
- Post-closing purchase price adjustments allow the purchase price to be adjusted based on the target's financial position at closing compared to estimates made prior to closing.
- Adjustments are typically made based on working capital balances like cash, accounts receivable and accounts payable at closing relative to pre-closing estimates.
- An "Adjustment Amount" is calculated as the difference between the actual closing working capital and the estimated "Initial Working Capital" used to determine the upfront purchase price payment.
- The Adjustment Amount can increase or decrease the purchase price paid at closing depending on whether the actual closing working capital is higher or lower than the initial
- SaaS M&A activity was down slightly in August from the previous year, with 13 transactions totaling $1.48 billion compared to 19 transactions totaling $173 million in August 2011.
- The SaaS index increased 8.8% in August, outperforming the Nasdaq which increased 4.1%. Large-cap and small-cap SaaS groups increased over 10% and 6.8% respectively.
- Notable SaaS transactions in August included IBM's acquisition of Kenexa for $1.4 billion and Tangoe's acquisition of Symphony Teleca for $44 million.
This document provides contact information for various professionals at Hyde Park Capital Advisors, LLC, an investment banking firm focused on mergers and acquisitions, capital raising, and technology. It then summarizes capital market performance in the first half of 2012, technology-focused initial public offerings, middle market M&A activity and trends in the technology sector, and notable technology M&A transactions announced in the second quarter of 2012.
Financial Technology July Market AnalysisMMMTechLaw
Raymond James provides an overview of their financial technology investment banking services and recent transaction experience. They cover areas such as payments, banking technology, trading technology, and outsourced solutions. Services include M&A advisory, public offerings, private placements, debt origination, and valuation. Recent transactions since 2010 include acquisitions, mergers, and public offerings totaling over $3 billion across various fintech subsectors.
This document discusses six healthcare trends and why user experience matters for addressing them. It provides definitions of usability and user experience, arguing that user experience is broader and requires understanding user needs from the start. The six trends are: 1) increased adoption of electronic medical records, 2) increased patient engagement, 3) mobile health becoming mainstream, 4) moving towards accountable care, 5) rise of retail health clinics, and 6) increased care at home solutions. For each trend, the document discusses challenges and how user-centered design can help address them.
The document summarizes the key risk factors cited in SEC filings by the 100 largest US technology companies. Competition, economic concerns, and regulations were the top 3 risks. Concerns about natural disasters/conflicts, data breaches, and supply chain disruptions have increased significantly. Successful product development and M&A integration are also major challenges given competitive pressures.
This document summarizes recent employment law cases from the United States Supreme Court and the National Labor Relations Board.
1) The Supreme Court upheld a state law mandating employer use of E-Verify and found that oral complaints are protected under the FLSA's anti-retaliation provision. Additionally, the Court enforced arbitration agreements prohibiting class actions.
2) An NLRB decision found that mandatory arbitration clauses cannot restrict employees' rights to collective or class actions. The NLRB also required employers to post notices informing employees of their NLRA rights. New NLRB rules make it easier for unions to organize small employee groups.
3) The document discusses the implications of these rulings, including states' ability
The document discusses the results of a survey of over 100 private equity professionals. It finds that respondents are cautiously optimistic about 2012, expecting more deal flow and an easier fundraising environment compared to 2011. Specifically, 70% expect to close 2-3 deals in the next 12 months compared to 47% closing no deals in 2011. Respondents also anticipate investing more capital in 2012, with middle market funds in particular expecting to nearly double their investment levels.
The document summarizes M&A activity in the infrastructure software sector from 2011-2012. It notes that deal volume doubled from 2009 to 142 deals in 2011, driven by cloud computing adoption. However, the largest deals lacked the billion-dollar transactions of 2010. The top 5 deals ranged from $700M to $591M in value. Cloud computing remains the biggest trend, with Forrester forecasting the cloud market to grow over six-fold to $241B by 2020. Large vendors made numerous acquisitions to expand their cloud, virtualization, and data offerings.
This document provides an industry update on the education sector from Hyde Park Capital Advisors. It summarizes recent stock performance and valuation multiples for different education industry subsectors. It also lists several recent private placement and M&A transactions in the education industry, including a proposed acquisition of Archipelago Learning by PLATO Learning for $305 million.
Financial Technology Market Analysis - March 2012MMMTechLaw
Raymond James provides the following in their financial technology investment banking services:
- A market analysis of the financial technology sector including coverage of payments, banking technology, insurance technology, and more.
- Expertise in transaction processing, investment technology, outsourced solutions, and other business models.
- A range of investment banking services including M&A advisory, public offerings, private placements, debt origination, and valuation.
The document summarizes M&A activity and market performance in the industrials sector in Q4 2011. It notes that overall M&A transaction volume and value declined from Q4 2010 levels, with the number of deals down 32% and total value down 14%. However, public company stock prices in the sector increased over both 3 and 12 month periods. The electrical equipment industry saw the strongest performance with median multiples of 10.0x LTM EBITDA. Recent M&A transactions highlighted include the acquisitions of Heil Trailer and Unifrax.
Grant Thornton/Pitchbook PE Exits ReportMMMTechLaw
The document summarizes private equity exit activity in 2011 and 2012 trends. It found that 420 US companies were exited in 2011 through sales or IPOs totaling $104 billion, similar to 2010 levels. While exit levels remain strong, the growing gap between investment and exits is concerning as it indicates portfolio companies are being held longer. Secondary buyouts could help address the growing inventory of companies by shortening hold periods. The report aims to analyze industry-level data to better understand which sectors may see more exits or hold periods lengthen further.
This document provides an overview of the technology mergers and acquisitions (M&A) landscape in the fourth quarter of 2011. It summarizes M&A deal activity and public market performance for the technology sector. Specifically, it notes that overall technology M&A deal volume declined in 2011 compared to 2010, though total deal value increased slightly. It also provides examples of notable technology M&A transactions announced in Q4 2011.
The document summarizes a report from Hyde Park Capital Advisors on healthcare mergers and acquisitions (M&A) activity in the fourth quarter of 2011. It provides contact information for several senior directors and associates at the firm. It then reviews capital market performance in Q4 2011 and lists several healthcare-related initial public offerings (IPOs) and secondary offerings. The rest of the document analyzes trends in annual and quarterly middle market M&A activity and transaction pricing in the healthcare industry for 2011.
This document provides a summary of key changes and impacts from the America Invents Act of 2011, which overhauled the U.S. patent system. The Act transitions the U.S. from a "first to invent" system to a "first to file" system, increasing the urgency to file patent applications quickly. It also aims to improve patent quality through new procedures allowing easier challenges of patents outside the court system. However, the Act likely will not cut back on large patent lawsuit damages or significantly impact patent "trolls" in the near future. The biggest change is transitioning to a "first to file" priority system.
This document provides an overview of technology spending by U.S. bankers in 2012. It discusses key themes in the banking industry like channel shift, disintermediation, customer engagement, and improving customer experience. The document also summarizes the state of the banking industry in 2011, noting continued challenges from the mortgage crisis but signs of recovery. Technology spending growth is projected to be modest at 1.8% in 2012 due to uncertainties. The rest of the document breaks down projected spending areas and provides expert opinions on trends in mobile banking, analytics, compliance, security and other technologies.
The Multi-State Employers Council will host its ninth annual invitation-only conference from May 2-4, 2012 at The Sea Pines Resort in Hilton Head Island, South Carolina. The conference will allow employers to network, address recent developments in employment law, and explore strategies for managing human resources issues. A proposed agenda includes sessions on legal updates, HR audits, FLSA compliance, and unemployment claims. Registration is $250 per person and hotel rooms are $175 per night.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
Digital Marketing Trends in 2024 | Guide for Staying Ahead
Open Mobile Survey 2012
1. Open Mobile:
The growth era accelerates
The Deloitte Open Mobile Survey
2012
Open Mobile: The growth era accelerates 45
2. Contents
1 Foreword
2 Executive summary
5 Open mobile redux
6 Emerging insight themes
8 The hypercompetitive mobile sector
12 Mining for gold
20 Software, the great disruptor
26 Industry snapshot: the surging apps economy
29 Assessing strategies and capabilities
36 Following the mobile elite
38 About the survey
39 Endnotes
41 Author and acknowledgements
46 Open Mobile: The growth era accelerates
3. Foreword
Just over two years have passed since our last survey of the U.S. mobile sector, and I am again delighted to present the
Deloitte Research Open Mobile Survey 2011–2012. Once more, we have selected findings from a highly targeted survey
of senior executives from organizations large and small, representing a broad range of opinions on the challenges and
opportunities the mobile industry will face in the coming three to five years. Companies represented include network
carriers, mobile device manufacturers, software applications developers and infrastructure component manufacturers, all
of which compete in an increasingly convergent and turbulent mobile sector.
As our survey insights show, much has changed in two years. The 4G era has finally arrived, and Hypercompetition has
taken hold. With it, the core elements of open mobile — accelerated development of mobile Web technology, shifting
consumer behavior and a regulatory policy landscape that is constantly under scrutiny — remain very much in flux. This
led to the issues of competitiveness, growth and innovation becoming the key themes of exploration for this year’s
research, which seeks to understand the strategies and capabilities firms are using to sustain market leadership and
capitalize on new opportunities.
I hope you enjoy our report and that you will find practical value in its insights. As always, feedback on our ongoing open
mobile research program is very welcome.
Phil Asmundson
Vice Chairman,
U.S. Media and Telecommunications Leader
Open Mobile: The growth era accelerates 1
4. Executive summary
Among the report’s findings:
About the Deloitte Research Open Mobile Series • The change in the mobile power structure is
Since 2009, the Technology, Media and Telecommunications team in Deloitte accelerating – new entrants continue to rewrite
Research has explored the advent of the open mobile era and the subsequent the rules on competition: 49 percent of respondents
shifting competitive landscape in the United States and global mobile markets. believe that Internet/web-based companies, rather
The team has produced a number of research reports and whitepapers on a wide than network carriers or handset makers, will dominate
range of strategic issues mobile technology companies face in this increasingly mobile in five years. Moreover, 89 percent believe the
turbulent industry. For more details on our current research and free downloads of role of carriers will be limited to delivering data access
all our reports, please visit: http://www.deloitte.com/us/openmobile anywhere and anytime. Meanwhile, 87 percent state
that to sustain competitiveness, carriers must make the
transition from the walled gardens of the past to new
Mobility is seemingly everywhere, and with the growing organizational models built around open development
ubiquity comes a set of unique challenges for companies ecosystems.
riding the mobile wave of opportunity.
• Mobile services are poised to dominate future
This study is the latest in a series of ongoing mobile revenue opportunities – mobile cloud, M2M and
research reports that offer insight and guidance on mobile payments thought to hold most value
maintaining competitiveness in the face of heightened potential: In the short term, a majority 51 percent
market competition and technological disruption. At the of respondents thought that mobile services in areas
core of the study is a survey on the impact open mobile such as social media and networking, location-based
will have over the three to five years timeframe. Issues technologies, and general mobile commerce etc. will
covered include the transformation of the planning, have more potential value than sub-segments such
preparation and overall strategy formulation process as mobile search advertising, display advertising and
in mobile technology-oriented companies today. The mobile software applications. Digging deeper, most
survey checks the pulse of companies in the throes of think mobile cloud computing and mobile payments
transitioning from closed business models to a more hold the biggest potential for carrier value generation
open, collaborative approach to competing in the mobile in the next three years, closely followed by increased
4G era. utilization of machine-to-machine (M2M) technologies.
With regards to the app economy, gaming is thought
The headlines this year reflect the pressing need for
to be the most lucrative paid app category for paid
incumbents to secure viable pathways to growth or
applications five years out, while apps for social
else risk being marginalized by a growing army of new
networking, broad-based entertainment and mobile
entrants from non-traditional mobile industries. To that
navigation round-out the top four. In the enterprise
end, the majority of our survey respondents believe
apps category, customer relationship management
network carrier competitiveness in the 4G era will be
(CRM) apps are thought to hold the most potential
dependent on accelerating the transition from the old,
value for developers in the next five years, closely
tightly-controlled “walled gardens” of the past to a more
followed by apps in the productivity category. Finally,
distributed approach to business model development.
85 percent of respondents believe the long anticipated
However, open mobile requires more than paying lip
arrival of HTML 5 is unlikely to impact the general
service to the idea of looking beyond the four walls of an
health of the paid app economy.
organization for inspiration. It requires a shift in mindset
away from the “old wireless” school of competition to
help companies adapt fresh thinking and compete in the
new “hypercompetitive” wireless era. The days of divide,
conquer and protect are fast disappearing and only those
agile enough to change will survive.
2 Open Mobile: The growth era accelerates
5. • Healthcare sector thought to be the most • Mobile Carriers urged to follow a managed
promising new mobile growth channel: Survey open strategy to sustain competitive advantage:
respondents were asked to nominate the top three Respondents debated the best course of action network
vertical industries where they thought 4G technology carriers could take to sustain competitive advantage in
would have the biggest impact in stimulating mobile the next 3–5 years. A majority believed that a managed
business model innovation - increasing the potential open strategy, where carriers would retain prioritized
for value generation outside of traditional mobile and control over premium assets and grant third parties
wireless markets in the process. Of those polled, 78 access to selected core network functions, would be
percent stated that the health care/life sciences sector the most likely route to sustained success. This contrasts
held the most potential, with the consumer products/ with providing full and open access to consumers,
retail industry and financial services/commerce also allowing use of any third party device and application
considered prime sectors set to benefit most from the for a flat fee, which 27 percent of respondents
emergence of 4G broadband technology. suggested would be the next best route to enhancing
competitive advantage.
• Economic downturn yet to have an impact
on planning for open mobile: On the subject of • Innovation and platform leadership thought
strategizing for the anticipated opportunities, survey to be the two most important capabilities in
respondents reported that the recent economic mobile: From a growth and performance perspective,
downturn had not affected their organizations’ respondents were asked to select capabilities important
commitment to planning for the open mobile era. to enable competitiveness in the emerging 4G era. The
Indeed, while 52 percent stated it was still very much capability to innovate — at the product or service level
business as usual, 31 percent reported that their and/or at the business model level — was thought to
individual company’s commitment had increased or be most critical, followed by the need for vision and
increased significantly, despite challenging economic commitment to platform leadership. Respondents were
conditions. At the industry level, this increased then asked to rank their own organizations’ capabilities
commitment was most apparent among network across a number of business function areas, and again,
carriers, with 48 percent reporting an uptick in open innovation topped the list, both in terms of aggregated
mobile planning commitment. average and sub-industry categories.
• Potential shifts in regulatory policy not seen as a • User experience and cross-industry potential
hurdle to market competitiveness: Other elements
of the competitive landscape, such as regulatory
policy, were also explored in the context of planning
and potential impact on revenue. Respondents on
the whole think revenue generation opportunities
will not be negatively affected with any new policy
shifts in the area of broadband net neutrality. Those
who believe that new policy in this area will enhance
sector-wide revenue generation totaled 40 percent,
while 35 percent thought the current status quo would
be maintained, despite any changes implemented
by the FCC in this area. Perhaps unsurprisingly, given
their current position in the debate, respondents from
network carrier companies were most skeptical; 36
percent believed that proposed shifts in policy will have
a negative or significantly negative effect in this area.
Open Mobile: The growth era accelerates 3
6. seen as critical success factors of mobile companies orchestrating (42 percent) or participating
platform strategies: 67 percent of survey (30 percent).
respondents work in organizations that either had
or were planning to have an open mobile strategy • Increased knowledge and learning potential
in operation. Questions were asked on the broader the main incentive for ecosystem participation:
role of platform leadership within that strategy. An Also addressed were the incentives organizations use
average of 65 percent reported that their organizations to attract partners to build or become members of
had already developed what they considered to an ecosystem network. Overwhelmingly, two main
be a mobile technology platform. A discussion on incentives were reported to ensure active participation:
the top three critical elements of the platform’s increased knowledge and learning potential and the
success then highlighted simplicity of application promise of financially lucrative opportunities emerging
development and user experience, combined with in the future between ecosystem partners (termed
cross-industry potential, were thought to be the most “shadow of the future”). This remained consistent
critical elements for success (62 percent). Use of open at the industry level with data aligned to each sub-
interface access and modular technology architectures, segment, illustrating a consensus view on incentives.
was ranked next important (52 percent) followed by
the deployment of a vibrant ecosystem to support and • Open source platforms continue to grow a
develop the platform standard (45 percent). powerful presence in the open mobile era: An
overwhelming majority (85 percent) of respondents
• Confusion abounds on the role and use of believes an open platform OS such as Android, rather
ecosystems – C-Suite yet to buy in to the than closed OS platforms, will dominate the mobile OS
importance of an ecosystem strategy for market in three years. Similarly, the proliferation of open
platform success: Interestingly, both network carrier source technology throughout the U.S. mobile sector
respondents (39 percent) and software developers (28 is predicted to remain in a steady uptick; 59 percent
percent) ranked the use of ecosystems much lower in of the survey respondents believe that investment in
terms of platform success criteria. A further analytical open source technologies by their organizations will
cut by function/decision-making was even more increase or increase significantly in the next three years.
revealing. Only 10 percent of C-suite respondents Respondents cited the biggest benefits of adoption as
believed the use of ecosystems is a critical element. twofold: improved time-to-market and reduced total
However, this seemed contrary to data collected on cost of software development and ownership. On the
the most critical elements for value generation when other hand, 64 percent of respondents view security as
developing a mobile OS platform. In this instance, an obstacle when adopting an open source strategy —
the use of a large, developer ecosystem was deemed more so with network carriers than other respondent
essential by 42 percent of respondents, beating out industry sub-segments where 70 percent believe that
large market penetration (24 percent). However, security remains a serious issue with open source
respondents at the C-suite level again lagged other technologies. In discussing OS platform growth, 58
functional roles in determining its value; only 29 percent of survey respondents do not believe the issue
percent were in agreement that it remains critical. This of OS fragmentation will stymie platform innovation.
does not seem to have a lasting impact on the overall
The report concludes by identifying the broad strategic
need for a mobile ecosystem strategy; 58 percent of
focal points that incumbents should consider in order to
respondents reported that their organizations have
remain competitive in the open mobile era. The guidance
strategies in place for either playing a leading role
provides executives with a lead-in to forthcoming
in orchestrating an ecosystem (29 percent) or are
open mobile studies focused on tactics for ecosystem
a participating partner in one (29 percent). At the
development and platform leadership, across and beyond
industry level, mobile device manufacturers lead the
the mobile industry.
way with 72 percent of device respondents either in
4 Open Mobile: The growth era accelerates
7. Open mobile redux
Back then, the first two reports — The Promise of Open
“A tidal wave is coming with 4G and Mobile and The Democratization of Wireless: Assessing
the impact of open mobile — concentrated on engaging
customers are going to do what they want. a select group of senior executives across a range of
Our objective is to make this seamless and companies in and around the U.S. mobile telecoms
sector. Our goal was to take the pulse of the industry
open as possible.”i on the likely impact open mobile would have on the
– Randall Stephenson, CEO AT&T, Mobile World Congress, 2011. competitive landscape. In parallel, we also wanted to
explore how companies were preparing to transition to
an era marked by strategic uncertainty and the looming
Attitudes in mobile shift quickly – even among those once prospect of hypercompetition.ii The findings provided
skeptical to change. In 2009, Deloitte Research published strong correlation to our underlying hypothesis: the
two inaugural reports on the topic of competitiveness in locus of innovation in mobile telecoms has shifted to
the new “open mobile” telecoms era. We defined open Silicon Valley. Network carriers in particular would have
mobile as a macro-level phenomenon that reaches beyond to unshackle from the walled gardens of the past and
the boundaries of the traditional U.S. mobile industry, embrace unfamiliar pathways for future revenue growth
with the accompanying disruptive market shifts being felt and compete with the new world order of Google and
deep into the surrounding technology and media sectors. Apple.
At the core of this volatility, a patchwork of seismic
events is unfolding around three pillars of change: the
rapid acceleration of innovative mobile Web technology;
insatiable consumer demand for new mobile products and
data services; and an evolving regulatory policy debate
pushed along by the FCC, which seems dedicated to
pursuing a more open, competitive market environment
— the likes of which the industry has yet to experience.
i
See “AT&T chairman urges open devices, platforms and networks globally; Stephenson even chides partner Apple for not being more open”, networkworld.
com 2/15/2011.
ii
Hypercompetition, as described by Prof. Richard D’Aveni, denotes hyper-inflated market competition that can emerge in sectors prone to rapid
technological disruption with competitive advantage often difficult to sustain. See D’Aveni, R. (1994): Hypercompetition: Managing the dynamics of
strategic maneuvering, New York: The Free Press.
Open Mobile: The growth era accelerates 5
8. Emerging insight themes
Findings from this new study continue to analyze the The concept of “open” once more permeates strongly
impact of the turbulence across mobile’s competitive across the value chain and capabilities levels of analysis of
landscape. The data provides another clarion call for tactics used to gain competitive advantage. In turbulent
incumbents to act and act quickly. Growth and innovation sectors, resources, often more so than market position,
are again the dominant issues of the day. The gentle can be a determining factor of success. Now more than
breeze of change is long gone, and in its place, a full- ever, new organizational capabilities are required to
blown (Schumpeterian) headwind threatens to leave a compete and capitalize on new opportunities. But in what
trail of creative destruction in its wake. Incumbents are areas, and to what extent, should strategic approaches
seemingly challenged on an almost daily basis by floods be built upon open or closed methods of platform
of new entrants, many with limited prior knowledge development, collaboration with third parties, alliance
or experience in developing mobile-technology-based formation and intellectual property management? Perhaps
business models1. Proof that experience is no harbinger of unsurprisingly, innovation, or the notion of innovation,
success in this mobile era. is the dominant strategic theme running through these
questions. But in this year’s study it seems confusion
From an insight perspective, this study focuses on three abounds on how to get beyond running hard to stand still
levels of analysis — industry, value chain, and firm on the innovation treadmill. Recognition of the importance
capabilities, which together comprise the basic tenets of innovation to an organization is clear; a majority of
of competitive advantageiii — to illustrate the emerging survey respondents rank it as their company’s leading
growth areas beyond the traditional wireless boundaries. capability, but what is not so clear is how to amplify and
Identifying these new beacons of revenue generation is sustain this capability.
critical when incumbents are attempting to regenerate
top-line growth. Innovative wireless opportunities in What is also evident from our survey findings is
industries such as healthcare and life sciences, energy, the expanded role of new platform and ecosystem
consumer products, and financial services are set to propel development to support top-line growth and innovation
key players in these verticals to the forefront of mobile initiatives. But understanding the role capabilities play in
business model innovation. And in the process provide deploying these strategies remains inconsistent to say the
a significant revenue opportunity for mobile incumbents least. At the heart of this issue lies a growing tentativeness
buckling under pressure from shareholders to grow. among incumbents to fully embrace open platform tactics.
Carriers in particular seem hesitant to exploit the tactic
of open collaboration through co-opetition2 to explore
growth opportunities beyond traditional network assets
above the level of the mobile operating system (OS). Trust
in partnering on a collaborative, open-basis is lagging,
and concerns that new products and services developed
at the OS level will harm traditional network revenues,
seem to be lingering. This needs to change if incumbents
want to avoid a long, arduous road to maintaining
their dominance. Mobilizing and managing new open
ecosystems becomes crucial to business model innovation,
especially in light of recent sector events that are rapidly
redrawing the competitive landscape.
For example see Porter, M.E. (1980): Competitive Strategy, New York: The Free Press.
iii
6 Open Mobile: The growth era accelerates
9. Figure 1. Ranking key organizational capabilities in the 4G era
Ranking the importance of organizational capabilities to compete in the 4G era (by industry).
“1” is most important
9
8
7
6
5
4
3
2
1
Innovation in Innovation in Vision and Mobilizing an Adapting Building trust Collaboration with Fostering an Ability to understand
product, service business model leadership external ecosystem dynamically to a with ecosystem external subject internal culture and navigate
or market or process commitment to around your changing business partners matter experts to of collaboration regulatory policy on
mobile platform organization’s environment stimulate innovation mobile broadband
leadership mobile technology
platform
Network carrier Mobile device manufacturer Infrastructure and component manufacturers Software developer
Ranking the importance of organizational capabilities to compete in the 4G era (by function)
“1” is most important
9
8
7
6
5
4
3
2
1
Innovation in Innovation in Vision and Mobilizing an Adapting Building trust Collaboration with Fostering an Ability to understand
product, service business model leadership external ecosystem dynamically to a with ecosystem external subject internal culture and navigate
or market or process commitment to around your changing business partners matter experts to of collaboration regulatory policy on
mobile platform organization’s environment stimulate innovation mobile broadband
leadership mobile technology
platform
“C” suite member Partner/Director Senior Vice President/Senior Manager
Source: Deloitte Open Mobile Analysis.
Open Mobile: The growth era accelerates 7
10. The hypercompetitive mobile sector
So significant is the accelerated rate of development in find themselves at a fork in the road: embrace the
mobile Web technology that the wireless sector now finds opportunities of a more democratized world, or stoutly
itself in a period of hypercompetition. The rate at which defend the business of yesterday and protect traditional
established markets are being threatened by new entrants revenue streams. However the decision is not so black and
wielding disruptive technologies shows no sign of white, and more than ever, the challenge is to be effective
slowing down. This in turn is causing traditional standards with both strategies. But first, incumbents must find new
and established market “rules” to remain volatile, putting ways to compete against the wave of innovation emerging
incumbent competitive advantages and profits at risk from Silicon Valley — one that has shifted the locus of
over a sustained period of time. Viewed through an innovation firmly to the West Coast.
open mobile lens, the accelerated turbulence is a direct
consequence of the shifts in technology, regulatory policy Figure 3. U.S. mobile phone market penetration
and consumer demands sweeping the sector. Events in
these areas have overlapped simultaneously, giving rise Featurephones Smartphones
57% 43%
to an almost black-swan-like episode emerging to push
the industry towards a new, less restrictive, open era
in market competition. As a result, mobile incumbents
Figure 2. Total mobile data revenue, United States, 2007 – 2015E
140,000
120,000
100,000
Source: Nielsen, Q3 2011, U.S.
United States 80,000
mobile data
revenue ($M)
60,000
40,000
20,000
0
2007 2008 2009 2010 2011E 2012E 2013E 2014E 2015E
Source: Gartner, Mobile Services, Worldwide, 2007-2015, 3Q 2011.
8 Open Mobile: The growth era accelerates
11. Figure 4. U.S. smartphone OS market share These market data points in particular highlight the
challenges that hypercompetition will throw up for
established incumbent wireless carriers. An overwhelming
Apple iphone majority of respondents – 70 percent — think that
(IOS)
28%
Internet/web-based companies, defined as companies in
the Google and Apple mould, will come to dominate the
Android
43% mobile sector in five years. In the same vein, 31 percent
of survey respondents employed by network carriers
thought the proposed changes in open access regulations
Other
4% would accelerate the commoditization of carriers and
an overwhelming 90 percent of the same group stated
Windows, mobile
7% the traditional carrier “closed garden” (tightly controlled
network/device/software platforms) business model is
RIM fast becoming a strategic relic. Instead, network carrier
18%
respondents think the future of mobile rests on the
Source: Nielsen, Q3 2011, U.S.
proliferation of open platforms across multiple facets of
the value chain. In particular, the opportunity to tap into
Figure 5. Cisco forecast 6.3 exabytes per month of mobile data traffic by 2015 the burgeoning mobile software applications market is
deemed critical to success.
7,000,000
6.3EB
6,000,000
5,000,000
Terabytes 3.8EB
4,000,000
per month
3,000,000
2.2EB
2,000,000
1.2EB
1,000,000 0.5EB
0.24EB
0
2010 2011 2012 2013 2014 2015
Source: Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, 2010-2015, February, 2011.
Open Mobile: The growth era accelerates 9
12. Certainly, network carriers still seem slow to react to this from reaching their full potential in mobile business
reality, wary that a more progressive approach to the model innovation. This despite the significant increase in
question of open versus tightly controlled platforms will forecasted mobile data traffic, itself a direct consequence
unlock the flood gates to commoditization and turn them of mobile software innovation. And with 90 percent of
all into the dreaded “dumb pipe.” Part of this fear stems survey respondents also believing that the role of the
from a continuing concern over ceding too much control carrier will continue to be limited to pushing data bytes,
over lucrative revenue generating content development recognition that value in mobile now sits above basic
to software developers and becoming even more of a bit connectivity is broadening. But where exactly will that
player in the process. Hence, the fear of commoditization value reside?
continues to lurk in the background preventing carriers
Figure 6. Exploring the future mobile landscape (survey question)
In five years, “internet companies”, rather than network carriers or
49% 51%
mobile device makers, will dominate the US mobile sector
In the Open Mobile/4G era, services will predominantly drive new
revenue opportunities rather than products/hardware 87% 13%
Open source mobile operating systems, such as Android or MeeGo, will
85% 15%
lead the mobile market by 2014
Closed, proprietary mobile operating systems, such as iOS or Blackberry
14% 86%
OS, will lead the mobile market by 2014
Carrier competitiveness in the 4G era will be dependent on making the
87% 13%
transition from “walled gardens” to “open development ecosystems”
By 2014, the primary role of network operations will be to deliver data
89% 11%
access anywhere/anytime
Percentage of respondents
Yes No
Source: Deloitte Open Mobile Analysis.
10 Open Mobile: The growth era accelerates
13. Accelerating into the 4G era
Very much the backbone of the open mobile growth So what does this mean for WiMax? Recent analyst
era, the rollout of fourth generation (4G) LTE (Long Term estimates suggest worldwide WiMax subscribers will reach
Evolution) and WiMax (Worldwide Interoperability for 33.4 million by 2014, far below comparable LTE forecasts.
Microwave Access) wireless network technologies is However, reports of a quick death may be somewhat
gathering speed. The long-awaited network upgrade premature with WiMax deployment in the United States
is set to address voracious U.S. consumer demand for still reasonably solid due mainly to the rollout beginning
higher download speeds and greater bandwidth capacity, in 2008 by wireless broadband provider Clearwire — 54
which should provide for enhanced mobile data products percent of which is owned by network carrier Sprint.
and services. On paper, 4G networks promise to usher Clearwire’s WiMax services are available in 70 markets in
in a new wave of mobile ubiquity, opening the door for the United States, although expansion of this coverage has
innovation to increase across all areas of the mobile value stalled of late. In a parallel move, Sprint is starting to build
chain and beyond. And although nationwide 4G coverage out its own LTE infrastructure due to be up and running
is some way off (and the initial data rates may be far by 2012. Analysts suggest this could mean the carrier will
less than the advertised theoretical rates), the network proceed with a dual LTE and WiMax 4G strategy while
standards battle between WiMax and LTE has mostly tilted gradually expanding its LTE foothold (it should be noted
in favor of LTE. The majority of wireless service providers that Clearwire has also been testing the use of LTE)5. For
have announced support for the LTE standard, which is WiMax, future growth opportunities may be skewed more
designed to be backward compatible with GSM and HSPA toward deployment in other enterprise areas to sustain
technologies, giving it a clear cost advantage over WiMax utilization.
in the process. LTE will also provide network operators
2–5 times greater spectral efficiency than the most
advanced 3G networks, reducing the transmission cost
per bit and allowing better economics for carriers and end
users3. Analyst estimates continue to bear this position out
with recent market forecasts suggesting LTE services will
generate more than $11 billion in service revenue in the
United States by 2015 and that global LTE subscribers will
number 744.2 million by 20144. Leading the deployment
is Verizon, which successfully launched its LTE network in
late 2010 and rapidly expanded to beyond 170 markets
by November 20114a. Meanwhile, AT&T is currently
focused on pushing expansion of its HSPA+ network while
building out their LTE network in 2012.
Figure 6a. WiMax as a carrier consumer data solution will decline by 2016
Network carrier 75.0% 25.0%
Mobile device manufacturer 79.7% 20.3%
Infrastructure and component
81.8% 18.2%
manufacturers
Software developer 64.6% 35.4%
Percentage of respondents
Yes No
Source: Deloitte Open Mobile Analysis.
Open Mobile: The growth era accelerates 11
14. Mining for gold
3–5 years. This is emphasized even in the device vendor
“A good hockey player plays where the context where services, rather than hardware per se, are
thought to represent a greater source of value. Important
puck is. A great hockey player plays where here is to define services in the context of emerging
the puck is going to be.” mobile business models in popular consumer and
enterprise areas such as entertainment, social networking,
– Wayne Gretzky
mobile payments, mobile cloud services and productivity
etc.
Recent analyst studies suggest that for wireless carriers, Also under focus in this year’s study are the vertical
voice revenues have declined 7 percent over the last 4 industries adjacent to mobile thought to be front-runners
years, while data revenue has soared 132 percent and in adopting emerging mobile technology. Data from the
now accounts for 35 percent of the total revenue for the survey indicated that the health care and life sciences
wireless industry6. This trend is set to significantly grow industry, closely followed by consumer products and the
over the short term, and with it new revenue opportunities financial services industry, are likely to experience higher
will emerge for incumbents distinct from their traditional rates of new mobile business model growth in the next
network services. five years. This is generally in alignment with current
market trends — in particular, the rise of mHealth (and
Exploring this in more depth, data from the survey also Smart Grid energy technology) is offering huge
suggests that mobile services, distinct from straightforward potential revenue opportunities for mobile incumbents to
advertising and software applications revenues, will expand top-line growth.
provide the greatest revenue opportunities in the next
Figure 7. Which vertical industry has most potential for new mobile growth and value generation?
90%
80%
70%
Percentage of 60%
respondents
selecting top 50%
three industries
40%
30%
20%
10%
0%
Healthcare/ Consumer products/ Financial services/ Automotive Energy Government Manufacturing
Life sciences retail commerce
Network carrier Mobile device manufacturer Infrastructure and component manufacturers Software developer
Source: Deloitte Open Mobile Analysis.
12 Open Mobile: The growth era accelerates
15. The rise of the machines wireless home-based healthcare applications and services
The cornerstone of these opportunities is often machine- is estimated to grow at a 5-year CAGR of 80 percent and
to-machine (M2M) wireless technology. Although M2M become a $4 billion industry by 20139. The majority of
technologies are certainly not new to the industry, the remaining M2M service opportunities are currently
worldwide M2M connections are on a steady upward clustered around the transportation, automotive, logistics
march and forecast to reach 225 million by 2014. This and fleet management sectors, where applications can
is off the back of an expected increase in the number be as varied as reducing traffic congestion by monitoring
of mobile connected devices that will rise to almost 412 traffic flows, to facilitating RFID tracking in supply chain
million by 2014. On a global scale, the figures are even management. In all cases, M2M technology assists
stronger with revenues from mobile connected M2M and improvements in productivity, innovation and compliance-
embedded devices set to rise to $18.9 billion by 20147. related business functions and is set to play an even
greater role in mobile growth strategies as networks and
Driving this surge in the M2M market are a number platforms shift to facilitate more open access.
of forces such as the declining cost of mobile device
and infrastructure technology, increased deployment For companies looking to exploit the opportunities,
of IP, wireless and wireline networks, and a low-cost roadblocks to navigate are mainly focused at the sector
opportunity for carriers to eke out new revenue streams level where fragmentation exists among the various
by utilizing existing infrastructure in new markets. This ecosystems that have grown to support the rollout
opportunity will be most prominent across a number of M2M across multiple industry sub-sectors. Several
of enterprise verticals with energy leading the way; elements of the M2M value chain are at risk within these
smart grid and smart metering technologies are set to ecosystems. This includes companies and organizations
experience the most growth in the M2M market. The active in the services (systems integration), software
Obama Administration’s targeted economic stimulus (middleware and application infrastructure vendors),
package of $3.4 billion to modernize the nation’s power hardware (manufacturers of GPS chips, and RFID sensors)
grid will further accelerate development of this market8. and telecom (network access/connectivity/infrastructure
The Healthcare sector is also set to gain from increased vendors) sectors. Each of these areas is subject to
adoption of mobile technology, which should benefit technological fragmentation, and a particular lack of
carrier service revenues in the U.S. where the market for standardization is apparent in the many coalition and
standards bodies set up to develop targeted technology
solutions. The presence of a general standard would help
Figure 8. M2M connections for enterprise applications worldwide, 2011–2015 to achieve seamless national and international coverage
but idiosyncratic solutions for specific devices over specific
16
Other networks are the main issues currently preventing this
Connected energy
from happening. In Brazil, for example, there are more
43%
77 Vending/ATM/PoS/Kiosk
than 15 regional network operators, none of which can
Number 53% Security applications
support a national, end-to-end, M2M solution10. Hence,
of cellular potential buyers of M2M solutions are often dissuaded
connections 18% 29 Industrial applications
(millions) 9%
due to a perception of complexity in implementation that
4
18 Fleet telematics
9
13
12% overrides any economic benefit. The challenges are similar
31 Consumer electronics
12
18% in the U.S. market. However, if carriers can successfully
18 15
6 11% 34
orchestrate a consolidated ecosystem strategy across
20
the fragmented elements of the current value chain,
2011 2015
then prospects will remain strong that a new pathway to
Source: Eugene Signorini, John Keough, Ken Rehbehn, and Dmitriy Molchanov, “Mobile Broadband Connected Future: From sustainable M2M business models will emerge.
Billions of People to Billions of Things,” Yankee Group, October 2011.
Open Mobile: The growth era accelerates 13
16. Case Study: mHealth
Overview as geriatrics. The rising baby boomer population can
Mobile Health, or mHealth as it’s commonly known, then expect to face the considerable challenge of getting
is emerging as a significant growth opportunity for quality healthcare on a timely and consistent basis.
companies looking to capitalize on advances in wireless
healthcare utilizing M2M technology (see Figure 9). Despite these concerns, all may not be lost in fighting the
Analyst forecasts estimate the potential value of the double whammy of rising demand and decreasing supply.
mHealth market to be approximately $4.6 billion as early Advances in the area of remote patient monitoring (RPM)
as 201411. The driving forces behind this expected uptick are expected to have a big impact across targeted disease
are numerous. Mounting pressure to cut burgeoning areas where chronic conditions are a leading cause of
costs in the U.S. healthcare system is a government the readmissions problem. RPM can equip healthcare
mandated objective; in particular, preventable providers with timely information about patients’ health,
readmissions cost an estimated $12–17 billion per while improving speed and accuracy of diagnosis.
year12. On top of this lies the problem of an aging Wearable body sensors and remote monitoring can keep
population, exacerbated by the size of the baby boomer chronic patients out of hospitals and improve their quality
demographic. Americans aged 60 or older represented of life while significantly reducing admission expenses.
18 percent of the U.S. population in 2009, and this Continuous remote monitoring of patients through
segment is expected to grow to 27 percent by 205013. wireless sensors and wireless networks also allows
caregivers to detect and respond to intermittent problems
Wireless healthcare solutions offer a way to deal with and improve scheduling of visits by medical providers. This
these pressing issues and more. Improving disease in turn, helps alleviate pressures pertaining to resource
management, despite an increasing incidence of chronic planning, especially problems related to unnecessary call-
diseases, is particularly attractive considering seven out of outs.
ten deaths among Americans each year are from chronic
diseases with heart disease, cancer and stroke accounting If, as expected, adoption of such RPM technology
for more than 50% of all deaths each year. And in 2005 becomes suitably widespread, savings are expected to
alone, 133 million Americans – almost 1 out of every reach $197 billion over the next 25 years17. Heart disease
2 adults – had at least one chronic illness14. Given this is one such targeted area for RMP utilization, with
situation, the numbers are stark. Costs associated with congestive heart failure (CHF) alone accounting for 27
chronic disease management accounts for more than percent of Medicare patients being rehospitalized within
four-fifths of the total healthcare expenditure, or $2 30 days18. Recent RPM pilot schemes lent credence to
trillion annually by 2009, and are expected to increase on the potential cost savings forecast with the use of the
average 6.1 percent per year over the projection period technology in one remote study yielding a remarkable 6
2009-201915. percent CHF readmit rate versus the national average of
47 percent19. Other pilots showed a 72 percent reduction
Value outlook in the average number of emergency department
Adding more fuel to the fire is a chronic shortfall of visits and a 65 percent reduction in overall hospital
physicians. The Association of American Medical Colleges admissions20.
estimates a shortage of 90,000 doctors nationwide by
202116. The impact of this dwindling resource pool will
be amplified and felt even more in specialist areas such
14 Open Mobile: The growth era accelerates
17. Figure 9. U.S. wireless healthcare revenue 2009-2013 In similar fashion, the rapid advance in smartphone
technology and adoption has led to acceleration
5,000 in mHealth innovation that in-turn is stimulating
the growing market for mHealth mobile software
4,000
applications. Analysts tracking the flow of activity in
this area predict a threefold spike in apps available
in 2012 from a baseline of 200 million available in
3,000
Millions of 201021. Customized applications such as pill reminders,
dollars appointment scheduling, personal health alerts,
annually
($M) 2,000 information and feedback are again contributing to
a growing empowerment of patients who can better
monitor and manage their own health by using
1,000 these applications. Other examples include Airstrip
Technologies’ Airstrip OB product, which is an FDA
0 approved app that delivers critical patient obstetrics
2009 2010 2011 2012 2013 information directly from an iPhone or Android
Source: Wireless Healthcare: Analysis and Forecasts, Parks Associates 2009 device to their doctor’s mobile device during prenatal
periods22.
Key drivers and benefits Current challenges
Other factors driving momentum in mHealth are rooted Before the real breakthroughs occur on a scale
in society’s broader technology adoption across multiple required to address escalating healthcare costs,
generations and demographics. For instance, the ubiquity mHealth adoption needs to build momentum by
and utilization of social media has led to a steady overcoming some important hurdles. To begin with,
increase in patient-to-patient interaction over online more trials are required to broaden the disease
message boards, blogs and social networking sites. Often and population samples and align them with FDA
referred to as a Health 2.0, this shift in democratized recommendations. To date, trials have been carried out
communication between patients and healthcare on a selective basis but need to broaden to end the
providers is helping bring the previously disenfranchised uncertainty about the true extent of health benefits
into the system where increased monitoring and to the patient, and the subsequent effect of reducing
appropriate care can then help alleviate avoidable hospital readmissions and caregiver visits. This should
costs. The emergence of these new communication also help broaden commitment from the healthcare
channels will ultimately lead to patients becoming more industry’s insurance sector, which so far has been
knowledgeable, which in turn, can lead to enhanced reluctant to provide coverage for patients using these
empowerment to take further responsibility for personal technologies. In parallel, pricing on RPM devices needs
healthcare. All of these trends should improve the to align with current consumer electronics price points
potential for cost reduction throughout the current to stimulate consumer demand and ensure widespread
system. adoption.
Open Mobile: The growth era accelerates 15
18. Evolving ecosystems
With these challenges firmly front and center of
the prospective mHealth industry, many mobile and
healthcare/life sciences companies are beginning to
collaborate in high profile alliances. The immediate
benefit being to combine resources and knowledge and
push the growth of wireless technology in healthcare
to the next level. A good example of this is the open
mHealth consortium, which has established a flourishing
ecosystem of multiple players across the mobile and
healthcare industries to implement a roadmap for
mHealth technology development. The Continua Health
Alliance is another such example, in this case a growing
collective of 200 or so technology, medical devices,
and healthcare companies who have collaborated to
accelerate the development of interoperable mHealth
solutions23. These ecosystems point to a growing
recognition that unlocking value in this nascent market
will require sustained collaboration across traditional
incumbent boundaries. This will be critical to integrate
mobile solutions across monitoring, wellness and
reminder services, which together represent the core of
the mHealth opportunity.
16 Open Mobile: The growth era accelerates
19. Case study: Smart Grids
Overview Value outlook
The energy sector — specifically, the emergence of smart Growth opportunities are significant; recent analyst
grid networks across the United States — is perhaps the projections suggest the U.S. smart grid market will
leading value proposition for exploiting M2M technology. grow from $21.4 billion in 2009 to $42.8 billion in
At the broadest level, these networks provide means on 201424. By 2014, 88 percent of this market is projected
tracking energy utilization, mainly in the form of smart to comprise of device and hardware manufacturers,
grid metering, for two-way communication between software developers and communications equipment
consumers and the electricity grid in real time. This providers. Within these sub-sectors, double-digit growth
enables significant energy and cost-saving features not forecasts are not uncommon. The smart grid integrated
possible with today’s grid. communications segment is expected to grow at a
compound annual rate of 13.5 percent from 2009 to
Figure 10. Projected U.S. smart grid market size 2014 and reach a market size of $6.4 billion. In addition,
2009–2014 (U.S. billions) other lucrative areas include the sensors and devices
US $billions market, which is expected to grow at a CAGR of 14.5
$50
percent from 2009 to 2014 and reach a market size
$42.8 of $21.8 billion. Then there is the smart metering and
$40 $38.6 hardware/software markets, where growth forecasts are
$34.3 projected at 16.9 percent and 16.1 percent, respectively25.
$30.0
$30 Other forecasts suggest that the smart grid infrastructure
$25.7
market, including grid automation upgrades as well
$21.4
as smart metering, represents yet another golden
$20
opportunity and will attract $200 billion in worldwide
investment from a starting point in 2008 through to
$10
201526.
$0
2009 2010 2011 2012 2013 2014
Source: “Smart Grid: Hardware and Software Outlook,” Zpryme Research &
Consulting, December 2009
Figure 11. Projected U.S. smart grid market (by technology) 2009–2014 (U.S. billions)
Smart sensors and devices $21.8
(14.5%) $11.1
IT hardware and software $9.9
(16.1%) $4.7
Smart grid integrated $6.4
2014
communications (13.5%) $3.4
2009
Smart metering hardware and $4.8
software (16.9%) $2.2
Source: “Smart Grid: Hardware and Software Outlook,” Zpryme Research & Consulting, December 2009
Open Mobile: The growth era accelerates 17
20. Key drivers and benefits From a benefits perspective, efficiency gains lead the way.
In the United States, smart grid implementation has been The Electric Power Research Institute (EPRI) estimates
predominantly driven from government initiatives in $1.8 trillion in annual additive revenue by 2020 with
both the energy and telecoms sectors. With the former, a more efficient grid operating across regional state
energy conservation is a key objective of the U.S. national areas30. System balancing and optimal power-factor
sustainability program, which is trying to improve energy performance, both of which can be achieved through the
efficiency, reduce the overall environmental impact use of smart grids, may result in a 30 percent reduction in
of the communications industry and increase energy distribution losses. On top of this, EPRI estimates savings
independence. To date, a total of $8.1 billion in public of 2.2–8.8 billion kWh, depending on the level of smart
and private investments have been made in the smart grid market penetration. Consumers could potentially
grid sector, much of which is from government stimulus reduce their electricity consumption by up to 25 percent
packages27. As part of this investment, a number of during peak loads31. Cost reduction in infrastructure also
grants have been awarded to companies working across plays an important role. The Galvin Electricity Initiative
the industry. Recipients are wide and varied and include predicts smart grids have the potential to reduce the
Idaho-based M2M Communications, who won $2.2 need for infrastructure investments by between $46
million to install smart grid control systems in California’s billion and $117 billion over the next 20 years32. Finally,
Central Valley, which will help reduce peak electricity the use of M2M technologies will also enable real-time
demand in the state. Other recipients include the San communication across the grid enabling providers to
Diego Gas and Electric (SDG&E) company, which was remotely identify, locate and isolate outages much more
awarded $28 million to implement advanced wireless efficiently. For instance, information gathered from
communications systems to provide connections for 1.4 sensors will enable data analysis of fault conditions
million smart meters. SDG&E has since partnered with from power circuit breakers that protect transformers.
Arcadian Networks (utilizing WiMax technology), Cisco Data mining will lead to a higher level of informed
and IBM for applications development in this area28. decision-making related to maintenance, repairs, and
replacements, and estimates suggest this will lead to a 50
Government activity in the telecoms sector has come percent reduction of trouble calls.
from the Federal Communications Commission (FCC),
which placed smart grids at the heart of the U.S. national Current challenges
broadband plan. At the center of this mandate is an Cyber security is an ongoing concern that frequently tops
objective requiring state governments to ensure utilities risk assessment studies of grid rollouts across the United
suppliers provide real-time access on energy consumption States33. IP-enabled smart meters give utilities providers
data to consumers29. The FCC also mandates the use of the ability to track and manage unsecured smart meter
700MHz spectrum for smart grids and the adoption of endpoints. However, unsecured meters are vulnerable to
open standards for delivering the data. A key target is to hackers and attackers. Costs are then incurred to deploy
improve smart grid access to rural areas across the United security infrastructure to track, manage and enforce
States that have been of a lesser priority in the past due to security policies across prioritized risk areas. Privacy is
the high costs associated with the required infrastructure also a growing area of concern with consumers; energy
rollout. To support this rollout, the Rural Utilities Services consumption information traveling through public and
(RUS) will provide loans to projects aimed at developing private networks requires encryption. A recent study
smart grid broadband technology. by the Ponemon Institute concluded a general lack of
18 Open Mobile: The growth era accelerates
21. awareness among consumers about the roles and benefits Evolving ecosystems
of smart grids34. But as knowledge increases, so do A comprehensive smart grid ecosystem will consist
concerns regarding privacy. A majority of the Ponemon of a number of overlapping industries and M2M
survey respondents believe the smart grid will weaken value chain players. From power generation through
their privacy, reflecting ongoing, broader consumer energy distribution and management, communications
concerns on the issue. infrastructure and future applications development, the
complexity of the sector’s growing ecosystem cannot be
underestimated. However, this has not deterred network
carriers from making inroads into the energy market with
the aim of growing their subscriber base by increasing
their M2M connections and services. For example, AT&T
has already entered into a number of strategic alliances
with smart meter providers34a, sensor manufacturers
and utility companies, allowing the carrier to position
its network for use in remote monitoring, automated
metering and outage detection. The company is also
expanding its integrated solutions by offering, among
other things, an M2M device certification process using
the AT&T wireless data network for its partners and grid
optimization services for utility providers. Verizon has
also made significant moves and is involved in pilots
and deployments with 20–30 utility companies. The
firm is pursuing opportunities across various energy
management, home monitoring and network utility
services utilizing its 3G wireless data network35. Strategic
alliances include a deal with the CURRENT group to
provide networking services for smart grid sensors while
also managing network security for the grids. The firm—
along with GE, Qualcomm, and Constellation Energy —
has also recently invested $17.7m in Consert Inc., a smart
grid technology provider36.
Open Mobile: The growth era accelerates 19