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市場調査レポート

CSP向けデジタル経済ソフトウェア戦略の枠組み:新たな収益源の発見

Digital Economy Software Strategies Framework for CSPs: Finding New Sources of Revenue

発行 Analysys Mason 商品コード 318619
出版日 ページ情報 英文 44 Slides
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=101.50円で換算しております。
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CSP向けデジタル経済ソフトウェア戦略の枠組み:新たな収益源の発見 Digital Economy Software Strategies Framework for CSPs: Finding New Sources of Revenue
出版日: 2014年11月11日 ページ情報: 英文 44 Slides
概要

通信サービスプロバイダー(CSP)は3つの異なる方法で - デジタル商品・サービスのプロバイダーとして、従来型商品・サービスのデジタル経済プロバイダーとして、および企業がデジタル経済のプレイヤーとなるためのイネーブラーとして、デジタル経済に参加する必要があります。ソフトウェアはこれらを実行する鍵となります。

当レポートでは、通信サービスプロバイダー(CSP)のデジタル経済ソフトウェア戦略について取り上げ、CSPがデジタル経済に参加するための様々な戦略を理解するための枠組み、主なCSPがデジタル経済ビジネスに向けて使用するアプローチの概要などをまとめ、お届けいたします。

エグゼクティブサマリー

市場成長促進因子

  • 成長が必要な通信産業
  • CSPのデジタル経済への参加は成長を提供する可能性

市場定義

CSPのコアコンピテンシー分析

  • デジタル経済はいくつかの強力な促進因子を持つが、CSPにとってのリスクは従来の領域よりも高い

CSPにとってのデジタル経済参加モデル

  • 定着したCSPは3つの方法でデジタル経済に参加する必要
  • CSPはその他の企業へデジタル経済に参加するためのデジタル経済実施可能サービスを提供

CSP向けのデジタル経済オペレーションモデルおよびソフトウェア戦略

  • CSPは、デジタル経済に参加するためのアプローチを定義するため、4つの戦略的疑問に答える必要
  • 戦略的質問1:CSPの市場はどの程度広範囲に及ぶか
  • 戦略的質問2:バリューチェーンはどの程度高い場所にCSPを置くか
  • 戦略的質問3:オペレーターはどの地域で役割を果たすか
  • 戦略的質問4:CSPは製品・競争力をどのように発展させ、またそれらをどのようにして市場に届けるか、ほか

デジタル経済ソフトウェア戦略の調査マップ

著者/Analysys Masonについて

図表

目次

CSPs have core competencies that should help them to participate in the digital economy, but they need to create new operational competencies - and take more than the normal amount of risk while doing so.

Communications service providers (CSPs) need to enter the digital economy in three different ways - as providers of digital goods and services; as digital economy providers of traditional goods and services; and as enablers for enterprises to become digital economy players. Software is the key to doing this.


This Report provides:

  • a framework for understanding the many different strategies for CSPs' entry into the digital economy
  • an overview of the approaches that key CSPs are using to become digital economy businesses.

COMPANY COVERAGE

The following companies are mentioned in this Report.

  • AT&T
  • BSkyB
  • COLT
  • Comcast
  • Deutsche Telekom
  • Digicel
  • KPN
  • Most
  • NTT Communications
  • Rogers Communications
  • Sprint
  • StarHub
  • Telecom Italia
  • Telekom Austria
  • Telenor Pakistan
  • Verizon

ABOUT THE AUTHOR

Dr Mark H. Mortensen (Practice Head, BSS) is the lead analyst for Analysys Mason's Customer Care, Service Fulfilment and Digital Economy Software Strategies research programmes, which are part of the Telecoms Software research stream. His interest areas include customer self-service, new telco businesses entering the digital economy value chain, and network planning and optimisation.

The first 20 years of Mark's career were at Bell Laboratories, where he distinguished himself by starting software products for new markets and network technologies and designing the interaction of BSS/OSSs with the underlying network hardware. Mark was Chief Scientist of Management Systems at Bell Labs, and has also been president of his own OSS strategy consulting company, CMO at the inventory specialist Granite Systems, VP of Product Strategy at Telcordia Technologies, and SVP of Marketing at a network planning software vendor.

Mark holds an MPhil and a PhD in physics from Yale University and has received two AT&T Architecture awards for innovative software solutions. He is also an adjunct professor at UMass Lowell in the Manning School of Management, specialising in business strategy. Mark has also participated on the GSMA Global Mobile Awards judging panel.

Table of Contents

  • 6. Executive summary
  • 7. Executive summary
  • 8. Market drivers
  • 9. The telecoms industry needs growth
  • 10. CSP participation in the digital economy could provide growth
  • 11. Market definition
  • 12. The digital economy encompasses digital goods and services as well as new ways of selling and delivering traditional goods and services
  • 13. The digital economy ecosystem includes traditional telecoms players and many new groups and types of company
  • 14. The digital economy has three main types of player
  • 15. Established CSPs have advantages that they can use to enter the digital economy ecosystem
  • 16. CSP core competency analysis
  • 17. The digital economy has some strong drivers, but the risks for CSPs are higher than in traditional areas
  • 18. Digital economy participation models for CSPs
  • 19. Established CSPs need to enter the digital economy in three ways
  • 20. CSPs can provide digital economy enablement services for other companies to enter the digital economy
  • 21. Digital economy operations models and software strategies for CSPs
  • 22. CSPs need to answer four strategic questions to define their approach to entering the digital economy
  • 23. Strategic question 1: How wide should the CSP's market spread be
  • 24. Some digital economy areas are generally accepted as being in the province of CSPs, others are more questionable
  • 25. Leading CSPs that are targeting the digital economy are entering multiple areas rather than a few, select niches
  • 26. Digital economy opportunities are large, but CSPs should not focus on a single vertical
  • 27. Strategic question 2: How high up the value chain should CSPs go
  • 28. Providing operational support and marketing services may enable CSPs to access a large fraction of the value chain
  • 29. Strategic question 3: Which geographical area should the operator serve
  • 30. Smart home solutions are a good example of intrinsically local services, enabling CSPs to create ‘super bundles'
  • 31. Several models are emerging for providing enablement services to companies in wide geographical areas
  • 32. Strategic question 4: How do CSPs develop the products and competencies and deliver them to the market
  • 33. Organisational models: CSPs can either create a subsidiary or grow organically within established business units
  • 34. The basic operational model is to treat digital economy players as MVNOs or third-party content providers
  • 35. The digital economy mostly affects the BSS area, particularly billing, service provisioning and customer care
  • 36. Most CSPs are buying new stacks of system software for digital economy services
  • 37. Digital Economy Software Strategies research map
  • 38. Analysys Mason covers the digital economy in five research programmes, two of which focus on it exclusively
  • 39. About the author and Analysys Mason
  • 40. About the author
  • 41. About Analysys Mason
  • 42. Research from Analysys Mason
  • 43. Consulting from Analysys Mason

List of figures

  • Figure 1: Summary of report coverage: strategic framework for CSPs' digital economy initiatives
  • Figure 2: Telecoms retail revenue by service type and total service revenue (retail and wholesale), worldwide, 2009-2018
  • Figure 3: CSP revenue, and EBIDTA margin and capex as a percentage of revenue, worldwide, 2008-2012
  • Figure 4: Five leading players' digital economy revenue, and EBITDA margin and R&D/capex as a percentage of revenue, worldwide, 2008-2012
  • Figure 5: Digital economy goods and services
  • Figure 6: The digital economy ecosystem and its complex value chains
  • Figure 7: CSP core competencies that can be applied to the digital economy
  • Figure 8: Potential roles for CSPs in the digital economy and example services
  • Figure 9: Enablement roles for CSPs in the digital economy
  • Figure 10: Strategic questions that define CSPs' approach to the digital economy
  • Figure 11: Examples of CSPs' digital economy initiatives in different markets
  • Figure 12: CSP digital economy initiatives by vertical, worldwide, 2014
  • Figure 13: Leading CSPs' digital economy initiatives by vertical, worldwide, 2014
  • Figure 14: Digital economy verticals by their use of CSPs' established strengths and requirement for new competencies, and estimated market size compared with the telecoms market
  • Figure 15: Players in the digital economy value chain
  • Figure 16: Examples of CSPs' digital economy initiatives in different parts of the value chain
  • Figure 17: Estimated value in the non-entertainment connected home services market, by service
  • Figure 18: Examples of the geographic spread of CSPs' digital economy initiatives
  • Figure 19: Smart home services as separate clusters and as a ‘super bundle'
  • Figure 20: CSPs' geographical scope options for enablement services
  • Figure 21: The role of an exchange provider in delivering wide geographical coverage
  • Figure 22: Examples of CSPs' partnerships in selected digital economy initiatives
  • Figure 23: MNO/MVNO operational options for the digital economy
  • Figure 24: Software areas affected by the different vertical areas of the digital economy
  • Figure 25: Analysys Mason's digital economy research coverage
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