Global digital telecom playbook
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- Allan Sims
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1 Global digital telecom playbook Telcos reinvent themselves in the digital age The digital revolution is now well underway. Connected lifestyles are the norm as new use cases proliferate and data traffic rises exponentially. This paradigm shift presents tremendous opportunities for operators, yet challenges are never far from the surface. Customers are becoming ever more demanding while competitive intensity is rising. Revenues are stagnant as operators grapple with disruption from over-the-top (OTT) service providers. Transformation on multiple fronts is essential if operators are to fulfill their promise as a catalyst of the digital society. The digital revolution is redefining customer demands Consumers are taking advantage of new devices and applications in ever more diverse ways. A sharing economy is taking root, driven by virtual marketplaces and streaming content as online consumption evolves in new directions. Meanwhile, the Internet of Things (IoT) is delivering new types of machine-to-machine interactions that are helping to reshape digital society at large.
2 90% of all consumers simultaneously use multiple connected devices 72 hours of video is uploaded to YouTube every minute As a result, customer expectations are changing at a faster rate than ever before. Personalization, autonomy and consistent contact points are all key components of a successful customer experience, and disruptive innovation is likely to reshape customer expectations for many years to come. Opportunities and challenges in the digital era Operators have much to gain from this environment of shifting customer needs. Their existing customer relationships supported by longstanding network and billing capabilities put them in a strong position to drive incremental revenue growth across a range of consumer and business use cases. The ability to deliver new use cases in domains such as video, advertising and the IoT is vital if operators are to counter the erosion of legacy revenue streams. Over the top: content and video 1 2 Internet of things (IoT) and M2M Market size 2020 CAGR $100b 6% Market size 2020 $1.677b CAGR % Market size 2020 CAGR $170b 21% Telecom operators How to grow beyond core Market size 2020 $242b CAGR % Information and communications technologies and cloud-based services 3 4 Advertising and big data Note: CAGR = compound annual growth rate
3 66% Proportion of respondents that see digital revenues accounting for more than 10% of overall revenues by 2020 While operators are confident of their ability to grow digital revenue streams, a range of factors is complicating this growth story. Rising competition from OTT service providers is eroding core revenue streams, while start-ups continue to create new digital use cases of their own. Meanwhile, regulatory risks are mounting, and large-scale consolidation underlines the battle for scale in core market segments. Beyond these external pressures, many operators still suffer from siloed organizational structures, compounded by outmoded and complex IT systems. This undermines their ability to take advantage of new demand scenarios and leverage big data analytics to create more compelling customer experiences. Finally, capital expenditure levels remain high as operators upgrade their networks to meet the growing demand for data. More Capturing new digital opportunities Digital growth and adjacent business Picking the right path for digital transformation In order to make the most of their role in a fastchanging ecosystem, operators must define a clear path toward digital transformation. Assessing their current level of digital maturity is essential the needs of early digital adopters will differ markedly from operators looking to bring digital capabilities across a dispersed geographic footprint. Ultimately, digital transformation must put customer needs front and center. Personalizing the end-user experience through omnichannel sales and care is mission critical, and advanced analytics has a vital role to play in supporting a more robust and fulfilling customer journey. Overhaul of the operating model is no less important risk and performance management, employee engagement and IT modernization will all support more dynamic relationships with customers that can generate higher levels of satisfaction in the long term. Adjacent business opportunities with OTT offers, M2M/IoT services, cloud services, big data and advertising Core Capabilities Personalized and improved experience Digital IT and technology Customer-led digital transformation Digital-driven omnichannel People, organization and culture evolution Advanced customer analytics Embracing digital capabilities and shifting culture Risk and cybersecurity management Experience management: customer satisfaction measurement (NPS), customer experience management, customer journey design and optimization Omnichannel engagement: omnichannel sales and care, digital operator design and launch (greenfield, sub-brand, MVNO), online sales strategy and performance improvement Customer analytics: customer analytics platform specification and implementation, data monetization (location-based services, video audience measurement) IT and network technology: management of IT systems and processes, robotics process automation, network strategy People, organization and culture: digital awareness initiatives, digital supply chain, digital talent management Risk and cybersecurity: securing data collection, managing related risks and compliance, data governance
4 Six key success factors As they transform into digital service providers, operators should have six key success factors at the forefront of their thinking. Critically, there is no single winning strategy. The path to transformation will vary, according to current digital maturity levels, the strategic appetite for change and the complexity of the digital landscape. As such, a rigorous approach to selecting adjacent growth segments is needed, and operators should carefully delineate between the need to build or invest in the right skills and assets to support their growth ambitions. Meanwhile, business models must be flexible if operators are to build competitive advantages at a time when industry ecosystems are prone to continued disruptive forces. Platform-business models can achieve higher engagement with customers while unlocking new routes to monetization of demand. A new mindset toward partnering can also confer substantial advantages, allowing operators to occupy new value chain positions while at the same time taking advantage of the innovation capabilities of other ecosystem players. The rapid pursuit of scale will also differentiate the most successful service providers, supported by more agile and responsive decision-making. Ultimately, a holistic view of the transformation agenda is essential, and operators should revisit their assumptions and test their hypotheses at regular intervals. 6 1 Scale rapidly and shorten time to market Understand there s no single winning strategy 5 Adapt your partnering frameworks Key success factors Refine digital services growth agenda 2 Overhaul the business model Build or invest in the right digital skills and assets 4 3
5 How EY can help EY has identify five distinct digital offerings that reflect the holistic challenges that digital creates for operators worldwide. Digital enterprise strategy Incubation and innovation Experience transformation Digital operations Digital trust We help our clients rethink their business strategy and operating model for a digital age. We identify an end-to-end innovation capability to incubate new ideas and business models. We analyze the world of the customer, then design and selection new experiences. We align, enhance and automate operations and supply chain to provide exceptional services of digital. We scan the digital risk horizon and help our clients build agility to respond to digital risks. Our options portfolio is supported by more than 5,000 people worldwide who are dedicated to digital transformation. EY multidisciplinary teams possess experience across a range of functional domains, from IT systems and supply chain to strategy, marketing and HR. And while we have substantial experience of the transformation agenda within the telecommunications sector, our capabilities and insights are supported by a wealth of experience across different industry verticals worldwide. As a result, we can offer end-to-end support for your digital journey, from strategy formulation to transformation of people, systems and processes. For further information on how EY can help support your digital initiatives, please contact our subject-matter leaders.
6 EY Contacts Vincent Douin Digital Leader, EY Global Telecommunications Amit Sachdeva Advisory Leader, EY Global Telecommunications Adrian Baschnonga Lead Analyst, EY Global Telecommunications EY Assurance Tax Transactions Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com. How EY s Global Telecommunications Sector can help your business Telecommunications operators are facing a rapidly transforming business model. Competition from technology companies is creating challenges around customer ownership. Service innovation, pricing pressures and network capacity are intensifying scrutiny of the return on investments. In addition, regulatory pressures and shareholder expectations require agility and cost efficiency. If you are facing these challenges, we can provide a sector-based perspective on addressing your assurance, advisory, transaction and tax needs. Our Global Telecommunications Sector is a virtual hub that brings together people, cultures and leading ideas from across the world. Whatever your need, we can help you improve the performance of your business EYGM Limited. All Rights Reserved. EYG no Gbl BMC Agency GA 0000_09184 ED None In line with EY s commitment to minimize its impact on the environment, this document has been printed on paper with a high recycled content. This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax or other professional advice. Please refer to your advisors for specific advice. ey.com/telecommunications
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