00.1-Future-Mobile-Operator-Business-Models-2nd-edition---Executive-Summary_新版.ppt

Operators need to maintain a strong presence in core areas of their business while minimizing the cost of supplying devices and services * ?Confidential * Vertical integration Retail and distribution Own-developed handsets Vertical “dis-integration” Network sharing Network outsourcing and management Horizontal integration Total communication spend Fixed-mobile integration Vertical integration – retail and distribution (1/2) * ?Confidential * Customer behavior transformation Widespread smartphone adoption, driving behavioral change 100 million online customer transactions in the year to October 2010, compared with 25 million in 2008 (Orange) 49% of Orange postpaid customers are on e-bill 500,000 downloads of Orange “Your Account” app, used on average 22 times per month resulting in a 39% drop in propensity to call Transformation of customer journeys Integration of all Orange and T-Mobile digital touch-points Set -up capabilities (people and IT platform) Develop an integrated customer journey across multiple channel (digital and physical) Self-care From 6% today to 28- 40% in 2014 of service transactions for digital channel Acquisition and retention cost efficiency From 10% today to 20-30% in 2014 of sales online From 7% today to 25-40% in 2014 of retention online Total number of outlets 720 Stand-alone outlets complemented by multi-brand outlets (pivotal phase in 4Q10) Source: EverythingEverywhere Case study: EverythingEverywhere Vertical integration – retail and distribution (2/2) * ?Confidential * Channel integration: Orange UK’s “Click and Collect” service Source: Orange UK Vertical integration – own-developed handsets Case study: MTS Russia  * ?Confidential * Vertical “dis-integration” – network sharing * ?Confidential * March 2008 32% of Vodafone’s 73,000 European sites were shared and about 2% of them were shared actively. Globally, Vodafone had network-sharing agr