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personal, and what’s importantto one customer may well be ofcomplete disinterest to another.Lost in confusionLet me give you an example.Fairly recently I found myselfhaving — for the very firsttime — to buy a mobile phonefor personal use. Please thoughbear in mind that I am experiencedin the ways of thescenario is repeated all over theplace and countless unknownmultiples of sales opportunitiesgo down the pan. People willnot buy when they are confused,it’s a simple as that.It’s a truism I know, butmodern life is very complexand everyone has a lot to copewith. Everyone has many, andmultiplying, calls on their time.any SMS message sent to thechild’s phone, perhaps we wouldalso allow the child to call theirparents even if they had nocredit. We might even add theability for parents to restrict thenumbers that the child coulddial or indeed, even restrict thenumbers that could dial theirchild. These features would giveparents a strong set of reasonsto use the service, which developsa clear place for the servicein the user’s mind.That simple and clear position isalso easily communicable by theuser to associates and friends —and word-of-mouth recommendationscan be massively moreeffective than any amount ofexpensive advertising, celebrityendorsements, or sponsorship.technology as I have been usingbusiness mobiles since the early1990s when they first becamelight enough to carry.It was a Saturday morning asI strode purposefully along aBritish high street looking to getmyself all mobiled-up. On enteringthe first of several phonesshops on that fashionablethoroughfare, I was confrontedby walls festooned floor-to withdifferent handsets and advertsfor different tariff packages. Inten minutes I was confused.And after fifteen, was terminallybaffled. I had absoluteno idea which package wouldbe right for me and neither didthe shop’s staff, who were: (a)not particularly helpful; and (b)apparently even more confusedabout the choices on offer thanI was.Not surprisingly I voted with myfeet and walked out — withouta phone.Now that was a single salesopportunity lost. Everyday, thatOn a day-to-day basis, it meansthat unless something is ofearth-shattering importance tous we are very unlikely to spenda lot of time and effort in understandingit. What is neededare product solutions that areaimed at us and are tailored forus as individuals.Divide and conquerTo be able to provide that, it isnecessary to divide customersinto different groups with differentcharacteristics, then providethe services and applicationsthat they want and will value.This may well mean constructinga bundle of services and brandingidentity for each group.For example, as service providerswe could launch a packagefor children, the fist-time usersof the network. The decisionto purchase is going to bemade by their parents so, thesensible thing is to focus ontheir concerns. Knowing that wemight launch a package wherethe parents were copied withfor choosing our network.Or we could launch a packagefor the owners of small businesses.In this case we mightgive them two numbers for asingle phone. This would allowthem to treat business callsdifferently. They might want, forexample, to direct business callsto voice mail outside of businesshours, while still acceptingcalls from family and friends.We might also give them theability to have their colleagueslog on to role- based phonenumbers. This might mean thatone member of staff could logon to be responsible for supportover the weekend. We couldalso send them a list of numbersthat had called them while theywere on other calls, or out ofservice for some reason.In each case, the branding foreach service can be much betterfocused and therefore muchmore powerful. Furthermore,behind the gloss of the brandingis a real reason for subscribersEncouraging new habitsThus it could well prove remarkablyeffective to build ARPU byencouraging new behaviouralpatterns among subscribers.For example, students mightbe encouraged to phone homemore often if offered short-termtow rates or free minutes tospecific numbers. Once a newhabit is established, the operatoris then able either to reducethe discounts and/or offer newservices.The point is that subscriberscan be wooed into long evenpermanent, increased ARPUif operators are prepared tooffer a flexible array of servicesthat are relevant to them asindividuals and accompanied bygentle price rises invoked at thesubscribers’ request, When subscribersknow that the servicesdeliver clear, tangible benefits,are easy to use and understand,and cost comparatively littleto trial then take-up should besteady and progressive. T15Jun - 14Jul 2011www.teletimesinternational.com45
Cloud Computingset to revolutionise IT market sharesRevenues predicted to increase steadily.Cloud to maximise computing efficiencyThe next three years will seemassive improvements ascloud computing enables organisationsto cut IT costs by 50%and improve capital utilisationby 75%. Cloud environmentsare gradually being adopted byorganisations across the GCCand it will be only a matter oftime before the cloud revolutionreaches its peak. The InternationalData Corporation (IDC),the premier global marketintelligence and advisory firmfor the information technologyindustry, estimates a 25%growth clip on the sale of publicclouds alone.According to the latest marketsurvey by IDC, the public cloudsegment is set to flourish. It isexpected to generate close to$16 billion in annual revenuesand increase to about $56 billionin annual revenues, withcloud servers growing froman $8.4 billion opportunity in2010 to a $12.6 billion marketin 2014.The cloud computing revolutionis making its way through tomainstream technology and willsoon be the core of IT infrastructure.New software firmscoming into the market willbe built around SaaS servicecomposition and delivery andwill account for a major chunkof net growth in the softwaremarket.Where vendors see cloud asthreat or challenge, due to marketgrowth and leadership disruption,CIOs and CTOs will seeit as an opportunity which willpropel the growth and scope ofthe IT market and in turn, helpgenerate advanced applicationsand successfully penetrate smalland medium enterprises. As aresult, industry leadership ranksare bound to fluctuate anddeveloping a cloud strategy willprovide an edge."Cloud computing is no longer afad, it is enabling the SME sectorto have access to enterpriseclass hardware and softwareat fraction of cost," said AjayRathi, Senior Manager of ITInfrastructure at Damac Groupin the UAE, on the influence ofcloud computing in the region.Validating this point, SiamakKia, General Manager Abu Dhabi,GBM says, "GBM is proud tobe part of the 3rd InternationalCloud Computing Summit whichwill allow IT professionals toexchange knowledge on how tomake Cloud Computing workfor them". "At GBM we firmlybelieve that Cloud Computinghas come of age in the regionand has the power to makesignificant changes to our ITenvironment. Itis events suchas this that helpIT professionalsdrive Cloud Computingstrategieswithin theirorganisationsand understandhow to capitaliseon the benefitsthat it is able toprovide to them."The 3rd InternationalCloudComputingSummit - AbuDhabi is focusedon helping ITprofessionalsand executiveswith their cloud based requirementsby bringing together theexperience of experts from theindustry.The summit feature some of thebiggest names in the industrythat are looking to advance therange of IT service and scopein the GCC market and helpprofessionals establish a morestable and responsive relationshipwith clients. This year'ssummit will bring togetherCIOs, CTOs and CISOs from organisationsincluding Musanada- Abu Dhabi Government, Etisalat,Dubai American Academy,ADCO, Majid Al Futtaim, PayPal- an eBay Company, Qatar SteelCompany, New York UniversityAbu Dhabi, Madinah KnowledgeEconomic City KSA, DubaiAluminium Company Limited,Damac Group, Health AuthorityAbu Dhabi and RW Armstrongand Associates.Attendees provided with theopportunity to put questionsto the experts and take part inlively discussions. The programmeis designed to includeas many networking opportunitiesas possible to sharechallenges and experiences andtake away strategies to achieveorganisational goals.The 3rd International CloudComputing Summit - Abu Dhabiis an IIR Middle East initiativewhich is aimed at educatingprofessionals on leveraging thepower of cloud computing tofoster operational efficiency intheir organisations. The summitheld, at ADNEC in Abu Dhabi,UAE. T46 www.teletimesinternational.com15Jun - 14Jul 2011
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Page 4 and 5: In this issue19Research & Analyses1
Page 8 and 9: Interview: Khalid AtharWe have deve
Page 10 and 11: TT - Please talk in detail aboutyou
Page 12 and 13: Saudi Telecom’sIndonesian subsidi
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Page 20 and 21: Cem KivircikSpecial Correspondent i
Page 22 and 23: and shared how they decreasethe int
Page 24 and 25: Delivering sky-high mobile bandwidt
Page 26 and 27: To commemorate WorldTelecom and Inf
Page 28 and 29: Huawei’s SingleRAN solution to en
Page 30 and 31: In recognition of its leadershipin
Page 32 and 33: Teletimes ReportHRH Princess Sumaya
Page 34 and 35: Etisalat awarded Best Mobile Operat
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Page 40 and 41: Orange Jordan takesdigital content
Page 42 and 43: Omantel Business, thecorporate busi
Page 44 and 45: A long-term evolution Bahrain TRAA
Page 46 and 47: Intersat - Yahsat sign deal to livi
Page 48 and 49: Batelco awarded Bahrain eContent Aw
Page 50 and 51: Nawras shortlisted in two categorie
Page 52 and 53: An inaugural event tookplace at the
Page 54 and 55: JulyGlobal Telecom event 2011VAS Af

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