Dealing With Disruption: Improving MNO Agility

  • ID: 3971827
  • Report
  • Region: Global
  • 28 Pages
  • Mobile Market Development Ltd (Wireless Profit)
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FEATURED COMPANIES

  • Amazon
  • Facebook
  • Google
  • Orange
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  • Singtel
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Most industries are at risk of digital disruption due to changes in consumer attitudes and behaviour and business practices brought about by the internet. Telecommunications is particularly vulnerable due to the dynamics in the digital ecosystem which have reduced the barriers to industry participation that previously protected its core business. They are also faced with the fact that connectivity is increasingly seen as a commodity. Consumers are attaching less value to it - valuing instead the services that connectivity enables. These trends threaten growth prospects for MNOs.

Operators are an essential part of the digital ecosystem and as such should be well-positioned to leverage their assets in response to digital disruption. Yet many are not prepared for change. This report considers the steps that could be taken to increase operator agility in the context of digital.

Note: Product cover images may vary from those shown
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FEATURED COMPANIES

  • Amazon
  • Facebook
  • Google
  • Orange
  • Rogers
  • Singtel
  • MORE

1 Overview

2 Introduction
2.1 Background to the Report
2.2 Report Content
2.3 Currency and Conversions
2.4 Further Questions and Feedback
   
3 What Is Driving MNO Disruption?
3.1 Introduction
3.2 Consumer Factors
3.2.1 Universal Connectivity
3.2.2 Consumer Control over Products and Services
3.2.3 Personalisation
3.3 Digital Ecosystem Dynamics
3.3.1 Reduced Traditional Barriers to Entry
3.3.2 The Transience of Digital Value
3.3.3 Emergence of Digital Native Businesses
3.3.3.1 Start-ups
3.3.3.2 Large Internet Platforms
3.3.4 Alternative Business Models
3.3.4.1 Multi-sided Platforms
3.3.4.2 Asymmetric Pricing
3.3.4.3 Network Effects

4 Dealing with Disruption
4.1 Introduction
4.2 Recognise Digital Ecosystem Context
4.2.1 Foster Digital Savviness
4.2.2 Be Prepared to Disrupt
4.3 Use Data to Become Customer Centric
4.4 Innovate and Fail Fast
4.4.1 Simplify Product Development Processes
4.5 Ensure Operational Agility
4.6 Consider Alternative Business Models
4.7 Be Open to Acquisition and Partnerships
4.8 Expect Return on Investment Uncertainty
4.8.1 Innovation Hubs and Venture Capital Funds
   
5 MNO Responses to Digital Disruption
5.1 Tele2, Sweden
5.2 SK Telecom, Korea
5.3 Verizon, USA

6 Key Findings

7 Recommendations
   
Appendix

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  • Amazon
  • Facebook
  • Google
  • Orange
  • Rogers
  • SK Planet
  • SK Telecom
  • Singtel
  • Tele2
  • Verizon
Note: Product cover images may vary from those shown
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Note: Product cover images may vary from those shown
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