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Trash The Rulebook

The new rules of engagement are being written by Communications Service Providers’ customers. Embrace new service models to capture their attention.

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Trash The Rulebook

  1. 1. TRASHTHE RULEBOOKThe new rules of engagement are being written by CommunicationsService Providers’customers. Embrace new service models to capture their attention. #PlayToLead
  2. 2. 2Copyright © 2018 Accenture. All rights reserved. THE INDUSTRY IS BEING SQUEEZED FROM ALL SIDES TOP-LINE GROWTH IS STALLING REVENUES HAVE LEVELED OFF CUSTOMERS ARE FINDING NEW WAYS TO ENGAGE, DIGITALLY AND DIGITAL DISRUPTORS ARE UNDERMINING THE TRADITIONAL BASE OF SERVICES THERULES HAVE CHANGED
  3. 3. The commoditized core business isn’t profitable and there’s ongoing substitution with low cost, digital alternatives. Shareholders are being kept with dividend yields and share buybacks. 3Copyright © 2018 Accenture. All rights reserved. SHIFT& DISRUPTION OFVALUE
  4. 4. 4Copyright © 2018 Accenture. All rights reserved. Barriers to entry & market boundaries are collapsing and traditional approaches to growth are no longer sufficient. Existing asset values and historic positions of strength are eroding. CHANGING RULESOF THEGAME
  5. 5. Ongoing reduction of customer stickiness and loyalty. Incumbency is no longer an advantage – CSPs are not an essential part of the users’ daily digital routine. 5Copyright © 2018 Accenture. All rights reserved. THELIQUID CUSTOMER ISHERE
  6. 6. Infrastructure-bound, with vertical integration and siloed operating models. CSPs have un-scalable legacy operating and technology models and legacy, engineering-based workforces. THETELCO PLAYBOOK ISOUTDATED Copyright © 2018 Accenture. All rights reserved.
  7. 7. 7 As OTT players free-ride on CSP networks, the CSPs’ strong investment in the pipe was one factor helping OTT services scale quickly… 15.6% 2013 15.1% 2015 15.8% 20142012 14.5% 2011 14.5% CAPEX intensity Source: Reported revenues, Accenture analysis Copyright © 2018 Accenture. All rights reserved. INVESTMENTISINCREASINGWHILEPERFORMANCE ISDECREASING Increasing CAPEX intensity (CAPEX as % of revenues) for top 50 leading CSPs
  8. 8. 8 …..resulting in an ongoing dilution of customer value and profitability. EBIT for Mobile and Fixed as % of revenue 2014 15.1% 17.4% 2012 17.0% 2015 16.3% 2013 16.1% 2011 INVESTMENTISINCREASINGWHILEPERFORMANCE ISDECREASING Source: Reported revenues, Accenture analysis Copyright © 2018 Accenture. All rights reserved. EBIT for Mobile & Fixed for top 50 leading CSPs
  9. 9. Traditional CSP Play resulting in incremental dividend optimization Current valueFuture value US$Bn -500 0 500 1,000 1,500 2,000 2,500 2012 2013 2014 2015 2016 COMMUNICATIONS INCUMBENTS ARE DEEPLY TIED TO THEIR (DECLINING) CORE BUSINESS… CSPSCANTRYTO OPTIMIZEA DIVIDENDPAYING UTILITYPLAY… Source: Reported revenues, Accenture analysis Copyright © 2018 Accenture. All rights reserved. 7
  10. 10. Disruptive investments in options to ensure high future value Current valueFuture value ….WHEREAS DIGITAL DISRUPTORS FOCUS ON FUTURE VALUE CREATION Source: Reported revenues, Accenture analysis Copyright © 2018 Accenture. All rights reserved. 0 200 400 600 800 1,000 1,200 1,400 2012 2013 2014 2015 2016 DISRUPTERS US$Bn …ORESCAPETHE COMPRESSIONAND RE-BUILDFUTURE VALUEONTHE DIGITALPLAYING FIELD 8
  11. 11. 20.0 8.1 6.2 5.9 5.1 4.4 4.3 3.4 2.8 2.3 1.7 11 DISRUPTIVEBUSINESSESAREBORNDIGITAL They operate as a platform and have built on a different tech culture YEARS Disruptive businesses have demolished the time to become a $1BN DOLLAR BUSINESS S&P500 /DAX Avg Unicorns Copyright © 2018 Accenture. All rights reserved. Source: comScore, Traction metrics, The Economist; oneweb.world; Accenture *$110-120 in cities without Google vs $70 in cities where Google offers its fiber patch. **Google estimate of $5 per served customer up to 120M served customers. ***Comcast Capex FY15, only Cable Business * ACCENTURE, 2017 I CMT Connect - Communications & Media Industry Research
  12. 12. DIGITALDISRUPTERS AREENCROACHINGONCSP CUSTOMERS………. Subsidizing services to monetize data Shifting consumption away from incumbents Appropriating future industry value Generating new value for customers: establishing standards incumbents cannot easily match or exceed Getting “Consumerized” – serving B2B and B2C with the same services Growing asymmetrically in new customer driven domains Using platform and scale to win Competing globally with divergent business models Driving scale through open- ness and platform and ecosystem interoperability Being customer-centered, data-driven Aggressively moving into ambient devices BUT CHALLENGED ON TRUST AND SECURITY
  13. 13. 13 Create an ecosystem of partners, customers & developers Own the full digital experience and engagement (cloud, network and devices) Operate as 2-sided platforms vs focusing on products Based on data driven feedback loop Different business model, the more you use the more you grow Have a different tech culture (fail fast and learn) They have no legacy DISRUPTIVEBUSINESSCHARACTERISTICS Copyright © 2018 Accenture. All rights reserved. Source: comScore, Traction metrics, The Economist; oneweb.world; Accenture *$110-120 in cities without Google vs $70 in cities where Google offers its fiber patch. **Google estimate of $5 per served customer up to 120M served customers. ***Comcast Capex FY15, only Cable Business * ACCENTURE, 2017 I CMT Connect - Communications & Media Industry Research
  14. 14. 14 DISRUPTERSCONTINUOUSLYUNDERMINE TRADITIONALSOURCESOFSTRENGTH VOICE & DATA PRODUCTS LAST MILE OPERATORS HYBRID WIFI/ WIRELESS MODELS HOME DEVICES Structural separation to provide an open playfield. Provision of internet access to remote populations using emerging technologies (e.g. drones) ‘Wi-Fi First’ providers of connectivity, utilizing ‘freemium’ business models High consumer engagement for social apps such as Facebook, WhatsApp, and YouTube Home devices designed to be at the center of any customer digital need and powered by AI Copyright © 2018 Accenture. All rights reserved.
  15. 15. BUTWHATIFTHIS COULDBEFLIPPEDTO ARACETOTHETOP? Cost savings are now re-invested to fuel future growth WITHOUTINVESTING INAFUTUREGROWTH MODELIT’SARACETO THEBOTTOMFORCSPS CSPs are currently just surviving by optimizing their core business to save costs and pay dividends 15Copyright © 2018 Accenture. All rights reserved.
  16. 16. 1. TRANSFORM THE CORE BUSINESS …by building more competitive cost structures to improve flexibility, increase profits, and drive up investment capacity. 2. GROW THE CORE BUSINESS …by redirecting some of that investment capacity to drive incremental growth in the core business. 3. SCALE NEW BUSINESS …while identifying new sustainable business models which leverage and monetize key control points and scale them (at the risk of core business cannibalization). 4. PIVOT WISELY …by keeping an eye on pace and balance. The “core” and “new” businesses usually need to co-exist for a substantial period of time. 16 SCALINGNEWGROWTHISADELIBERATEAND PERPETUALCHANGEJOURNEY,NOTASINGLEEVENT Copyright © 2018 Accenture. All rights reserved.
  17. 17. 17Copyright © 2018 Accenture. All rights reserved. RIDINGONTHEDISRUPTIVE TRENDS,THECSP CANREINVENT ITSELFASANESSENTIALPART OFAUSER’S DAILYDIGITALROUTINE
  18. 18. Leverage the valuable heritage of telecoms experience – customers, billing relationships, networks, security, and trust - to embrace new competitive advantage. 18Copyright © 2018 Accenture. All rights reserved. PLAYTO YOUR STRENGTHS
  19. 19. 19Copyright © 2018 Accenture. All rights reserved. Look for new growth opportunities Become embedded in the digital routine of consumers, and provide platforms and vertical services for enterprises.
  20. 20. 20Copyright © 2018 Accenture. All rights reserved. Launch a digital transformation program Revisit competitive positioning, business models and services in B2C and B2B markets. Enforce the rotation to a relevant platform play.
  21. 21. Move to hyper- personalization for customers Adopt user-centric, community oriented, data-driven experience design. Leverage the credibility of telcos around trust, security, privacy and proximity. 21Copyright © 2018 Accenture. All rights reserved.
  22. 22. Update technology and operating models Build software-defined, highly reliable, secure data highways, specialized network clouds and smart connectivity, including 5G. Anchor multi-sided, cloud- based platforms increasingly on edge devices for reliability and security, allowing telcos presence, proximity and trust advantage.
  23. 23. PLAY YOUR CARDS RIGHTThere are four different winning combinations in your hand. Choose one which will make you aleader. Copyright © 2018 Accenture. All rights reserved. 24
  24. 24. 24 4CSPGROWTHSCENARIOSEMERGE Copyright © 2018 Accenture. All rights reserved. CUSTOMER BASED ECO SYSTEM PLAYCONTINUUMOFOPTIONS INFRASTRUCTURE-BASED NETWORK PLAY Multi-sided platform model Digital mobile only attacker Vertically integrated service provider Pervasive network platform provider Establish cloud-platform business, enriched by OTT/industry partners Monetizing the core business with digital services and customer interactions Monetizing the core business with differentiated services / content bundles Managing intelligent, open, self-service digital networks Long Term Play Long Term Play
  25. 25. 25Copyright © 2018 Accenture. All rights reserved. Success demands a departure from today’s models and competencies if CSPs are to scale new growth models. PICK YOUR PLAY
  26. 26. MULTI-SIDED PLATFORM MODEL PERVASIVE NETWORK PLATFORM PROVIDER SCALENEWGROWTHBYMAKINGALEAPTONEW MODELSANDCOMPETENCIES Each scenario needs distinctively different skills and capabilities, as well as divergent investment priorities and value creation logic KEY CHARACTERISTICS SUCCESS FACTORS Superior bundling of mainly self-owned services, incorporating acquired rights to high –demand, exclusive content at premium fees. Secure, reliable and smart connectivity with open APIs, digital management and operations capabilities. Specialized network clouds/value added services supported by real-time AI. Strong identity management capabilities, API driven, agile & open platform. Subsidising elements of the service proposition, open to self cannibalization. Exclusive content. Advanced customer segmentation & targeting via content/viewership/ user analytics. Consolidated, mega-network. Hyper-lean operating model. Wholesale & Retail Smart Connectivity Provider B2B2X model. Outcome based connectivity monetization. Maximize reach via ecosystem of partners, customers and developers. Digital/Mobile pure play bringing Digital & Core together across products and support channels. Mobile focused, innovative and agile service factory. Digital- first care & operating model. DIGITAL MOBILE ONLY ATTACKER VERTICALLY INTEGRATED SERVICE PROVIDER Copyright © 2018 Accenture. All rights reserved. 24
  27. 27. 27Copyright © 2018 Accenture. All rights reserved. TOROTATETOTHENEWSUCCESSFULLY,CSPS NEEDTOMODIFYTHEIRDNA CORE CAPABILITIES • The future of work evolves from “jobs” to “roles” in a liquid model • Workforce development, training and capability building become central tasks • Operating model transformation will blur traditional foundational models and establish agile collaboration • Empowerment is at the center of future performance management OPERATING MODEL • Hyper-individualization and contextualization of services • Future service models manage the tradeoff between Revenue Per Customer and Reach • Investment and capital allocation ruled by platform economics and (for product development and innovation- related processes) - flexibility over efficiency BUSINESS MODEL • Customers expect that services understand them and not the other way around • CSPs need to adopt a more customer-centric, data driven, experience designed approach • Channel specificities and audiences will be managed consistently through a system of engagement • Co-creation and continuous learning to improve the experience CUSTOMER ENGAGEMENT
  28. 28. 28 CORE CAPABILITIES • CSPs will operate software defined and virtualized pervasive network stacks • Key capabilities are centered around providing digital highways, specialized network clouds and smart connectivity • Network transformation follows a smart combination of customer centric and efficiency driven approaches NETWORK • CSPs need to operate a digital multi-speed IT and network stacks to get on with the digital portfolio as soon as possible • Federation of decoupled platforms across IT and Network • IT and networks will be a central part of day-to-day value creation, and the engineering teams will have to become true business partners TECH STACK NEWGROWTHMODELSNEEDANEWAPPROACH TOITANDNETWORKINVESTMENT Copyright © 2018 Accenture. All rights reserved.
  29. 29. Unleashing trapped value through cost optimization is just the first step. We help you reinvestsmartly and scalenew growth in a future business model that stays true to your core. TUNEUP Copyright © 2018 Accenture. All rights reserved.
  30. 30. Copyright © 2018 Accenture. All rights reserved. @AccentureComms VISIT: Accenture.com/PlayToLead Email: commsindustry@accenture.com FORMORE INFORMATION

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  • AlessandroOrsano

    Mar. 10, 2018
  • FrancescoVenturini

    Mar. 28, 2018

The new rules of engagement are being written by Communications Service Providers’ customers. Embrace new service models to capture their attention.

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