IT transformations - Capgemini Consulting Nederland

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delivery models, and industries where they are best positioned, by the virtue of their strengths, to carve their niche and gain an edge over the competition. Jerome Buvat is the Global Head of the TME Strategy Lab. He has more than thirteen years’ experience in strategy consulting in the telecom and media sectors. He is based in London. Priyank Nandan is a senior consultant in the TME Strategy Lab. His research interests and project experiences span diverse areas such as digital media, fixed and wireless networks, and cloud computing. He has a deep understanding of the TME industry in both developed and growth markets. Prior to joining the Lab, Priyank worked for a major IT product company. He is based in Mumbai. n “ Telcos can differentiate themselves by offering niche IaaS for specific industry segments, provisioned through Virtual Private Clouds ” 31
Beyond Communications: Identifying New Markets for Telcos By Jerome Buvat, Subrahmanyam KVJ and Nikhil Ray Fixed and mobile operators across the developed world are faced with the prospect of increasing pressure on their voice and data revenues. Telcos are also facing a strong challenge from over-the-top Internet players who have been taking an increasing share of the consumer spend on digital media and communications. These developments are forcing telcos to identify new revenue streams for the future. Consequently, they are looking at entering new sectors that hold revenue potential, while being able to leverage their existing assets. While telcos have entered into a variety of new services involving content, advertising and cloud computing, among others, some of the more exciting opportunities lie in healthcare, energy, and automotive. These hold significant potential for telcos to enter and create a whole new ecosystem where they can place themselves at the center, and in the process generate significant value in the future. However, in order to tap into this potential, telcos will need to adopt different go-to-market strategies for different service opportunities. Telcos will need to assimilate changes in how they have traditionally operated their organizational structures if they are to effectively address upcoming opportunities and challenges. Figure 1: Tangible Assets Network Strong IT Capabilities Wide Distribution/ Retail Presence Existing Billing Relation Key Telco Strengths Developed Over the Years The biggest and most valuable asset for telcos is the extensive voice and data networks that they have installed over the years Telcos have developed significant capabilities in IT systems given the wide range of software solutions that they need to integrate and operate Telcos have the capability to offer services across the length and breadth of geographies that they operate in, giving them significant retail presence Telcos have a strong existing billing relationship with consumers for the various services that they provide that can be leveraged Source: Capgemini TME Strategy Lab Analysis Intangible Assets Brand Equity Financial Stability & Reliability Strong Procurement Divisions Customer Relationship Telcos have built a strong brand due to their extensive marketing efforts over the years Telcos have access to large capital, a prerequisite for setting up any new line of business, in addition to years of experience in delivering reliable services Most telcos have procurement divisions that have significant purchasing power given their scale Telcos already provide customer service through multiple channels and have built a steady relationship with their user base Telecom operators are in the midst of challenging times. While they are just recovering from the impact of the financial slowdown, they are also facing the prospect of contending with increased competition from over-the-top players. Consumers increasingly expect connectivity to add value to their day-to-day activities, and are looking to emulate their PC-based experiences on the mobile. Telcos are also keen to re-use assets that they have builtup over the years and deploy them to more effective use (see Figure 1). These factors are playing a key role in telecom operators looking for new revenue streams beyond communications. Telco opportunities in new areas can be ascertained through a combination of proxy data-points. An increased IT spend in any industry is usually a good pointer to greater usage of technology and communications which can be correlated to enhanced opportunities. As such, an analysis of IT and communications spending forecast is likely to help identify those sectors that could potentially hold future opportunities and which are likely to grow (see Figure 2). The projected IT and Telecom spends in different sectors leads us to look at three key sectors namely, healthcare, energy, and automotive that telcos can target in order to exploit their latent potential. These sectors, while offering strong growth potential, also 32
Page 1: volume 9: Spring/Summer.11 Capgemin
Page 5 and 6: Editorial Welcome to the Spring/Sum
Page 7 and 8: Digital Renewal: Addressing Transfo
Page 9 and 10: Figure 2: Digital Renewal Approach
Page 11 and 12: “ Several operators are exploring
Page 13 and 14: Mobile network traffic in Western E
Page 15 and 16: help them save costs, but will also
Page 17 and 18: Cloud Computing: The Telco Opportun
Page 19 and 20: Figure 3: Stakeholders in the Cloud
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Page 23 and 24: Hosting on Demand Telcos are alread
Page 25 and 26: Figure 9: Telco Strategies in the S
Page 27: Figure 11: Summary of Cloud Strateg
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Page 37 and 38: Figure 8: Strategic Options for Tel
Page 39 and 40: Figure 10: Telco Evolution as Servi
Page 41 and 42: Long Term Evolution LTE Opportuniti
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Page 45 and 46: “ LTE offers the most efficient,
Page 47 and 48: Figure 6: Key Technical Challenges
Page 49 and 50: Figure 8: Accumulated CAPEX and OPE
Page 51 and 52: Ubiquisys (femtocell), and Openwave
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Figure 4: Mobile Service Revenue Gr
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Strategy Bottlenecks by Michael G.
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are not active in are “contestabl
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Figure 3: Evolving Bottlenecks in t
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“ Companies should strive to make
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lite BYTES Some vignettes and trend
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“ Successful IT transformation en
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