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1 Rebuilding CARRIER IMPORTANCE THROUGH DIGITAL TRANSFORMATION

2 70% of world population will be living in cities by Year United Nation World Urbanization Report 75 billion connections will be established by % of people trust technology providers more than banks (54%). - Edelman Trust Barrometer Analyst Forecasts Kuala Lumpur, July 9, 2008, the weather was gloomy, marking a possible thunder storm that was about to hit the city streets. Apple s long awaited debut of the Apple App Store is finally here. Marking an official takeover of the consumer engagement value chain from operators by what we label today as Over-The-Top (OTT) players. Déjà-vu, on March 6, 2012, Google - the internet s search giant launched Google Play, forever relegating Carrier Service Providers (CSP) to the back seat. The telecom sector in itself has been through three distinct revenue waves in its history. First there was the voice wave, then messaging and finally data. Both the first and second of these waves produce phenomenal profits for decades, but now are in serious decline due to market saturation and the rise of consumer friendly OTT alternatives. While many in the sector see the third wave as being a replacement cash cow, many CSPs whom have invested large amount of CAPEX in building robust networks are struggling to find its place to obtain revenue that is truly sustainable revenues that is anchored on engagement. Brand loyalty towards CSPs have also diminishes, the telecom industry is becoming a playground anchored solely on price. So while data will undoubtedly continue to be a major part of CSP s revenue, there is only so much cash that CSPs can directly extract from it. More importantly, its highly unlikely that revenue will ever compensate for those lost from the decline in voice and text use. Contents, Terminals and Application Network Partners & Interconnect Telco Own Products $ $ Partner Products Digital Transformation Customers Enterprise Wholesale Content Providers Cloud Service Providers Application Developers Healthcare Providers Governments & Utilities Retailers $ Telco 3.0 Enabler Telco Products Telco Capabilities Partner Products $ Customers Enterprise Wholesale Advertisers Customer Products Partners & Interconnect Diagram 1: Digital Transformation enables CSPs to create true value anchored on engagement

3 However, the fourth wave is already building rapidly - people are now using their mobiles to do everything from paying grocery bills and performing online purchases to downloading digital media or even checking their medical records. Virtually all of these services are not provided by CSPs but by third parties. This has understandably agitated most CSPs with many taking short term measures by throttling their users or even completely blocking such services. Fortunately a handful of CSPs are starting to understand and discover the benefit of OTTs. Coupled with valuable data assets and IT advancements within the telecom ecosystem, CSPs are performing Digital Transformation to redefine its role to be the aggregation platform that fronts engagements from OTTs and industry partners to provide high value services to end consumers, enterprises and key verticals. CSPs are comprehensively taking steps to digitalize their operations by: Diversifying digital goods Integrating value chains Improving customer experience through the internet Updating business approach with new technologies of big data and cloud computing Rich Media Platform Services Apps, OS & ecosystem Cloud Contextual services South Korea and Japan are great examples of countries where CSPs are taking opportunity through digital transformation to solve numerous consumer and industrial shifts while benefitting massively from new market creations Massive scale enterprising from anywhere and with anyone led directly by CSPs. M2M Ecology & environment IP Communications Finance & commerce AT&T Docomo Orange SingTel Health SK Planet Telefonica Telstra Diagram 2: Latest developments of digital transformation of CSPs globally Telco Docomo Orange SingTel SK Planet Telefonica Development Launches dmarket to offer music, magazines, travelling, and video content. Launches its mobile payment product id (for e-wallet services) and DCMX (for mobile credit services). Acquires e-commerce site MAGASeek and TV shopping firm Oak Lawn Marketing. Combines its i-bodymo health and wellness platform with Omron s WellnessLINK. Acquired the pop music sharing website, Deezer and the counterpart of YouTube in France, Dailymotion. Builds its unified service application platform, providing M2M applications for smart meters, smart cities, security surveillance, Internet of Vehicles (IoV), and home automation. Plans to generate 500 million euros in revenue from cloud computing (Iaas and Saas) in 2015 as highlighted in Orange Business Services 2016 Strategic Conquest Plan. Works with PlayPhone to provide a social gaing portal. Launches projects in its enterprise-class public cloud data center and government cloud (G-Cloud). Launches T store and T map and has share in the e-business and multimedia market. Owns MelOn, which is the largest music portal in South Korea. Offers the instant messaging tool NateOn and the mobile social software Tic Toc. Builds the SNS big data platform and introduces its Smart Insight 2.0 service, providing enterprises with insights into marketing, promotion, risk management, and customer management. With GfK, initiates the product Smart Steps for location-based behavior analysis for group users. Actively promotes its e-health services in Brazil, UK, Spain, and Chile.

4 Carrier Service Providers (CSP) in numerous advanced economies have started embracing the believe that anything that can be digital will be digital at very early stages, pushing their ICT ecosystems to where it is today an agile, open and inclusive ecosystem. Early understanding of changing consumer behavior and micro-economic environments within their respective markets allowed them to prepare their networks early and refine their business approach - molding a disadvantage into an opportunity. It effectively guided the underlying fundamentals of their consumers and business surroundings in terms of adoption, experience and how new engagement models are built. OTTs, businesses, verticals and end-users in these markets perceives their CSP as partners as appose to just a provider. CSP s positioning is forever changed in these markets - from a supporting to enabling role. THE STAGES OF TRANSFORMATION Digital Service Provider Smart Connection Provider 100% revenue from pipe Digital Service Enabler Get revenue from digital service, most of them are enablement Next Enable Partners to venture into digital services, build the ecosystem Revenue from own digital services & innovations Future Venture into digital services Today Improve the AS IS Diagram 3: Strategic repositioning of CSPs. FOUR MUST DO FOR CARRIER SERVICE PROVIDERS: Gone fully digital to diversify basic connectivity into digital goods Integrated partners into their value chain and themselves into their partners. Integrated customer experience into digital platforms through the internet Made best use of their technology to be in-line with big data and cloud computing With an agile architecture, these CSPs have the flexibility to continuously refine and evolving their approach through deep analysis of their clients s data points giving true meaning to the statement Data as an asset. The future is all about Digital Services. This is your growth. Your Choice of Enabler should cater for this in addition to today s core telecom connectivity business e-health Connected Home Communication enabled Business Processes Connected Car Connected lifestyle Traditional M2M egovernment Smart Cities eutilities

5 6 MUST HAVE TRANSFORMATION FOR CSPS OPERATION MODES Transformation is not about upgrading or replacement of IT systems, it s a journey towards being faster, leaner and more effective in doing business its vital to enable agility that is required to accommodate to markets that is ever changing. FRAMEWORK OF DIGITAL TRANSFORMATION FOR CSPS AROUND THE WORLD A holistic digital transformation framework consists of three key pillars, orchestrating each accurately create distinct value that encompasses each piece of the value chain: Building IT Agility ensures that CSPs are able to evolve and accommodate to market changes quickly and accurately Instilling digital experience ensures that traditional customer experience becomes digital customer experience Digital enablement ensure that CSPs are able to use data as an asset, thus creating business model that embraces partnership IT Agility 1) BSS Full Stack 2) Convergent Billing Digital Experience 3) Front-End IT 4) Customer Contact 5) Smart Campaign Digital Enablement 6) Digital Partner Convergence 7) MVNO/MVNE 8) Big Data Analytics Platform

6 BSS Full Stack Streamline IT architecture as well as standardize processes in order to shorten time to market and reduce operation and maintenance costs. Launch packages and bills that is integrated with multiple network services, thereby providing complete and seamless customer experience. Mine new sources of growth in a saturated market and enlist IT convergence to accelerate development of new services. Convergent Billing Unite the billing stovepipes into one unified billing system. Fortify the legacy system with a new billing data system. Integrate the different billing systems into one unified billing system for multiple services. Front-end IT Master partnerships and integrate different business models to overwhelm the market with new promotion patterns. Expand from telecommunications products to a comprehensive mall of rich infotainment (music, games, videos) and ecommerce After acquisition, present only a unified interface for customers to access the networks and brands whereas maintain operational independence among each network and brand. Customer Contact Stack a component to the legacy system to provide the customers with unified access and to serve as the bus in the system. Use bus integration in the business suite to achieve adaptation of the UCM to interfaces of the legacy system. Smart Campaign Construct comprehensive user profiles, thereby presenting a complete and unified customer view. Customize and provide services in a real-time manner and on a per-customer basis.

7 Digital Partner Convergence Support management of every kind of partners by support charging and billing in all partnership modes and support services provided by the partners. Open IoT Corners to partners and formulate a bill arangement. MVNO/MVNE Build a centralized IT platform to serve the group's units in different countries. Build a unified hosting platform to serve the numerous small MVNOs. Big Data Analytics Platform Integrate data from multiple domains into an unified management architecture, thereby providing standardized and managed data services. Implement dynamic event marketing. Use advanced technology architecture to upgrade the original data warehouse-based operation analysis platform into a big data platform. ABOUT HUAWEI & DIGITAL TRANSFORMATION Huawei is currently working in partnership with 38 of the world s top 50 CSP to enable Digital Transformation. With over 8000 experts dedicated to the topic, we are growing the ecosystem with selected partners to jointly deliver an end-to-end and on demand solution for CSPs looking to go digital. Huawei is a proud member of the Transformation and Monetization Forum (TM Forum). Together, we are committed to assist interested parties to transform and succeed in the digital economy.

8 GLOBAL REFERENCES & EXTENSIVE ALLIANCE ABOUT HUAWEI Huawei is a leading global information and communications technology (ICT) solutions provider with the vision to enrich life through communication. Driven by customer centric innovation and open partnerships, Huawei has established an end-to-end ICT solutions portfolio that gives customers competitive advantages in telecom and enterprise networks, devices and cloud computing. Huawei s 170,000 employees worldwide are committed to creating maximum value for telecom operators, enterprises and consumers. Our innovative ICT solutions, products and services have been deployed in over 170 countries and regions, serving more than one third of the world's population. Founded in 1987, Huawei is a private company fully owned by its employees. Follow us on Copyright Huawei Technologies Co., Ltd All rights reserved

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