MOBILE SERVICES IN CONVERGED BUNDLES: CUSTOMER RETENTION, SERVICE DESIGN AND INNOVATION
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1 analysysmason.com RESEARCH STRATEGY REPORT MOBILE SERVICES IN CONVERGED BUNDLES: CUSTOMER RETENTION, SERVICE DESIGN AND INNOVATION KEREM ARSAL and ARIS XYLOURIS
2 About this report This report analyses the ways that operators position mobile services as a component of fixed mobile converged bundles and considers the effect of converged bundles on market and operator performance. We assess converged bundles in terms of: how effectively operators use them to target segments and differentiate them from non-converged propositions the pricing and discount logic that operators apply to them the retention outcomes that they lead to whether and how operators use such bundles to introduce unique propositions and service innovation. The report provides recommendations for operators that are moving toward integration and/or are interested in designing multi-play offers with mobile elements. It is based on several sources: Analysys Mason s regional forecasts, Telecoms Market Matrix 1, multi-play tracker and Connected Consumer Survey reported performance indicators for converged bundles interviews with stakeholders in countries where fixed mobile converged bundles are available. KEY QUESTIONS ANSWERED IN THIS REPORT What is the level of take-up of fixed mobile converged bundles in Europe and what is the impact of such bundles on market share and service revenue? How are operators in Europe using mobile plans in converged bundles to differentiate themselves and to align with their competitive positions? What pricing and discount schemes are used to drive take-up of fixed mobile converged plans in relation to standalone mobile plans? What retention outcomes do converged bundles lead to? To what effect are operators using fixed mobile convergence as a means to create unique propositions and deploy service innovation? WHO NEEDS TO READ THIS REPORT Strategy teams of operators that are considering integration of fixed and mobile services and are assessing the potential impact of converged bundles in their markets. Marketing executives of operators who are making decisions about whether, and how, to introduce fixed mobile converged bundles and how to position them in relation to existing mobile plans in their markets. Operators that want to improve their understanding of how their strategic positions as largely fixed or largely mobile can relate to tactical decisions around the design of converged bundles. 1 For more information, see Analysys Mason s Telecoms Market Matrix. Available at and 2
3 CONTENTS EXECUTIVE SUMMARY CUSTOMER RETENTION SERVICE DESIGN SERVICE INNOVATION APPENDIX ABOUT THE AUTHORS AND ANALYSYS MASON 3
4 Executive summary Operator best practices in creating converged bundles involve a consideration of their impact on churn, aspects of service design and potential for service innovation. Figure 1: Three areas for operators to consider when adding mobile services to converged bundles Fixed and mobile services are highly commoditised in mature markets, and operators are turning to converged bundles as a means to reduce churn, build long-lasting customer relationships and capture revenue that could otherwise go to competitors on standalone services. These bundles have impressive rates of takeup, but this is rarely reflected in significant growth in operator revenue or market share. In this report, we find that converged bundles, with a few exceptions, have positive effects on mobile and fixed broadband customer retention. We also see that operators need to think beyond discounts to navigate the challenges of convergence successfully. They should launch and evolve the mobile data tiers in their converged bundles in accordance with the maturity of their standalone mobile markets (to avoid cannibalising revenue from their high-end segments), and with the competitive dynamics across fixed and mobile markets (to ensure that their bundles emphasise their strengths and competitors weaknesses). Operators must also consider service innovation and exclusive service availability in order to prevent converged bundles from entering a vicious cycle of offering more for less. Source: Analysys Mason 4
5 Orange Spain Telefónica Orange France SFR MEO NOS Retail revenue change Convergence ratio Mobile services in converged bundles: customer retention, service design and innovation Operators must carefully navigate converged bundles: customer take-up indicates strong demand but retail revenue decline continues Converged bundles are well-received by customers in most countries where they have been launched, but their impact on market and operator performance is mixed. Figure 2: Convergence ratio, 2014, and change in fixed broadband and mobile service retail revenue (excluding MVNOs), by operator and country, % 100% Take-up of converged bundles is strong in several countries, such as Spain, France and Portugal, but the impact of these bundles on market and operator performance has been mixed. They help most operators retain, and upsell to, existing customers, and are responsible for some market share improvements, but they rarely generate growth in terms of revenue or subscriber growth. For instance, in the three countries listed above, the number of mobile connections in converged bundles grew rapidly, but total mobile net additions were either negative or only a small proportion of those included in converged bundles. In addition, discounts on converged bundles have contributed to the erosion of retail revenue in these countries and have accelerated the decline in mobile retail revenue for most operators. As convergence spreads to other markets, such as Germany, Italy and the UK, more operators feel the pressure to assess whether, and how, to launch converged bundles and the effects that such bundles may have on their markets and performance. In this report, we aim to help operators to decide how to use mobile services in converged bundles, and assess what effect their strategies might have. 80% 60% 40% 20% 0% -20% -40% -60% -80% -100% 79% 9% 63% 53% 40% 37% 39% 5% 10% 8% 19% 20% Convergence ratio in 2014 Retail revenue decline % 60% 40% 20% 0% -20% -40% -60% -80% -100% Source: Analysys Mason 1 We define the convergence ratio as the percentage of the total number of households with a fixed broadband connection that have a converged bundle. 5
6 Operators need to consider three areas as they design the mobile elements of their converged bundles Our objective in this report is to describe how operators can use mobile services in converged bundles, in order to achieve positive outcomes on the following three dimensions. Customer retention: Improved customer retention is often mentioned as an outcome of convergence, but operators need to improve their understanding of the impact that such bundles may have on churn and their customer mix. We provide evidence from several operators that are using different bundling tactics and show whether and how convergence can affect retention. Service design: As operators decide on the specifics of their converged offers, they must consider how they should launch and evolve their mobile plans in these bundles, how these bundles will fit their strategy, and how they should approach pricing. We will explore how service design depends on market maturity and operator priorities. Service innovation: To prevent a vicious cycle of selling more services for less money, converged bundles may soon have to become foundations upon which innovative and possibly exclusive services will be sold. The urgency for innovation on converged bundles will be higher in countries where convergence is accepted as a market standard and the basis of competition. Figure 3: Three areas for operators to consider when adding mobile services to converged bundles and associated questions CUSTOMER RETENTION What is the impact of converged bundles on mobile and fixed broadband churn? How do converged bundles affect customers perceived satisfaction with mobile services? SERVICE DESIGN How should mobile data plans in converged bundles be positioned in relation to operators standalone mobile tiers and competitive positions? What tactics can operators use to accelerate mobile subscriber growth with converged bundles? What pricing and reward schemes are deployed by operators? SERVICE INNOVATION What additional services and features do operators bundle in converged bundles? What is the level of service innovation specific to bundles and exclusive services available in converged bundles? Source: Analysys Mason 6
7 Recommendations 1 Operators should design the mobile elements of converged bundles in the context of how the elements align with the standalone mobile market propositions and their competitive positions in fixed and mobile markets. In countries where operators can maintain relatively stable mobile ARPU and serve their premium segments well, operators should launch converged bundles with basic mobile offers to prevent cannibalising revenue from their higher-end customers. As convergence becomes established as a market standard and competitive dynamics demand it, operators may have to expand the spread of their mobile tiers in converged bundles. 2 Operators should convincingly market the cost-savings associated with their converged bundles, but they can also find creative pricing schemes to disassociate converged plans from just being about discounts. In most countries, we observed that the average discount applied to converged bundles, over equivalent tripleplays, was around 15%. Discounts are an attractive feature of converged bundles, but operators should also focus on framing convergence as a benefit to the customer. For example, NOS in Portugal gives free shared data for each SIM added to its bundles, and KPN in the Netherlands provides benefits depending on bundle configuration. 3 Operators should start to consider service innovation on converged bundles a lack of differentiation may lead them to compete aggressively on price in the near future. Adding more for less should not be the only value proposition of converged bundles because any short-term benefit gained by such discounts could decay in time and lead to a vicious cycle of price cuts. Operators need to identify genuine sources of differentiation for their converged bundles and should see the bundles as a base product upon which they may launch exclusive and/or more-advanced services. 7
8 CONTENTS EXECUTIVE SUMMARY CUSTOMER RETENTION SERVICE DESIGN SERVICE INNOVATION APPENDIX ABOUT THE AUTHORS AND ANALYSYS MASON 42
9 About the authors Kerem Arsal (Senior Analyst) is a key contributor to Analysys Mason s Mobile Services research programme, which helps operators to understand, and monetise to maximum efficiency, the interplay between voice, messaging and data services. His work involves in-depth coverage of issues such as customer retention, mobile data pricing, MVNO strategies, and the impact of regulation and roaming. Previously, Kerem was a research manager at Pyramid Research, where he was responsible for setting the thematic research agenda across multiple tracks and regions. He also headed numerous projects around operator strategies, as well as commercialisation of, and demand assessment for, new products in the consumer and enterprise segments. Aris Xylouris (Research Analyst) focuses on data modelling and collection for Analysys Mason s Consumer Services research practice, contributing to the Fixed Broadband and Multi-Play, Mobile Services, Digital Economy and Mobile Devices research programmes. Before joining Analysys Mason, he held internships as an economic analyst in the media sector, working on market analysis, financial evaluation, profitability analysis and business plan development. His wider experience includes quantitative forecast modelling and computer simulations using agentbased models. 43
10 About Analysys Mason Knowing what s going on is one thing. Understanding how to take advantage of events is quite another. Our ability to understand the complex workings of telecoms, media and technology (TMT) industries and draw practical conclusions, based on the specialist knowledge of our people, is what sets Analysys Mason apart. We deliver our key services via two channels: consulting and research. Research We analyse, track and forecast the different services accessed by consumers and enterprises, as well as the software, infrastructure and technology delivering those services. Research clients benefit from regular and timely intelligence in addition to direct access to our team of expert analysts. Our dedicated Custom Research team undertakes specialised and bespoke projects for clients. For more information, please visit Consumer and SME services Digital economy Regional markets Network technologies Telecoms software Strategy and planning Regulation and policy Performance improvement Transaction support Consulting Our focus is exclusively on TMT. We support multi-billion dollar investments, advise clients on regulatory matters, provide spectrum valuation and auction support, and advise on operational performance, business planning and strategy. We have developed rigorous methodologies that deliver tangible results for clients around the world. For more information, please visit 44
11 Research from Analysys Mason We provide dedicated coverage of developments in the telecoms, media and technology (TMT) sectors, through a range of research programmes that focus on different services and regions of the world. PROGRAMMES PROGRAMMES Research portfolio PROGRAMMES Service Assurance Customer Experience Management Customer Care Revenue Management Analytics Network Orchestration Software-Controlled Networking Service Delivery Platforms Service Fulfilment Telecoms Software Market Shares Telecoms Software Forecasts Fixed Networks Wireless Networks Spectrum Network technologies Telecoms software Consumer and SME services Regional markets Mobile Services Mobile Devices Fixed Broadband and Multi-Play SME Strategies Digital economy PROGRAMMES PROGRAMMES Global Telecoms Forecasts Asia Pacific The Middle East and Africa European Country Reports European Core Forecasts European Telecoms Market Matrix Digital Economy Strategies Digital Economy Platforms Future Comms and Media IoT and M2M Solutions To find out more, please visit 45
12 Consulting from Analysys Mason For 30 years, our consultants have been bringing the benefits of applied intelligence to enable clients around the world to make the most of their opportunities. Consulting portfolio EXPERTISE Performance analysis Technology optimisation Commercial excellence Transformation services Performance improvement EXPERTISE Radio spectrum auction support Radio spectrum management EXPERTISE Policy development and response Margin squeeze tests Analysing regulatory accounts Expert legal support Media regulation Postal sector costing, pricing and regulation Regulatory economic costing Net cost of universal service Regulation EXPERTISE Transaction support Commercial due diligence Regulatory due diligence Technical due diligence Spectrum policy and auction support Strategy and planning EXPERTISE Market research Market analysis Business strategy and planning Market sizing and forecasting Benchmarking and best practice National and regional broadband strategy and implementation To find out more, please visit 46
13 PUBLISHED BY ANALYSYS MASON LIMITED IN OCTOBER 2015 Bush House North West Wing Aldwych London WC2B 4PJ UK Tel: +44 (0) Fax: +44 (0) Registered in England No All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. Figures and projections contained in this report are based on publicly available information only and are produced by the Research Division of Analysys Mason Limited independently of any client-specific work within Analysys Mason Limited. The opinions expressed are those of the stated authors only. Analysys Mason Limited recognises that many terms appearing in this report are proprietary; all such trademarks are acknowledged and every effort has been made to indicate them by the normal UK publishing practice of capitalisation. However, the presence of a term, in whatever form, does not affect its legal status as a trademark. Analysys Mason Limited maintains that all reasonable care and skill have been used in the compilation of this publication. However, Analysys Mason Limited shall not be under any liability for loss or damage (including consequential loss) whatsoever or howsoever arising as a result of the use of this publication by the customer, his servants, agents or any third party.
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