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For other countries, why should operators grow?

2016-05-25 09:53:07 Author: Wang Feng Source:Flying ElephantComment:0  Click:


After experiencing the last wave of information technology revolution, the whole world has entered the era of digitalization and intelligence. In this process, communications operators in different countries are playing different roles and show different ways of transition.
This article first clarifies why the telecom operators in various countries have different modes of transition under the premise of having the same business model. Secondly, they enumerate the drivers of the long-term transformation driven by leading operators and the results they have shown; Businesses can learn from the direction of transformation.
The decision of the operator's transformation path mainly comes from two aspects:
The first is the selection of its own historical path, which includes the historical path of the company, the current competitive situation, the organization of capital, and the evolution of technology.
On the other hand, it is the social characteristics that we are in, and this is often overlooked when we analyze the strategic path of international operators. Including economic development, industrial structure, social structure, technological innovation, cultural preferences and so on. The ultimate manifestation is the characteristics of industry supervision, which have a major impact on the performance of operators, and thus determine the direction and strategic choice of the company's transformation.
Therefore, the transition stage of foreign operators is actually related to many factors such as the local political, economic and cultural environment and the consumers' psychological state. Judging from the explicit factors of transformation, it is mainly reflected in the change of performance and the change of income structure. However, the essence of the bottom line still has many factors concerning its political economy and culture.
The most successful place for Japanese operators is to control the Internet portal + platform. To a certain extent, Japanese operators have always been "Internet companies with a network", but the original light of communication has masked Internet services.
1. Competitive Advantage: Mastering "Mobile Internet Portal"
First of all, the internet industry is developing slowly. Because Japan's main language is Japanese and its audience is relatively small, the Internet industry is not very popular with capital, so the development is not very good.
Secondly, the Japanese people have a very stable view of privacy. The Japanese are also very trustful of the operators. Therefore, Japanese users bind their personal bank card information with their communication accounts when they access the network, and rarely join other Internet payments afterwards. Ways to register or register for Internet services, so operators have mastered payments and major business portals.
Finally, because Japanese operators hold a very strong mobile Internet portal, they can build a very stable platform. For example, the Japanese carrier's wallet service is a generation of billing platform.
2. Development model: Internet service is the source of income growth
A study of the Japanese operator's financial statements reveals that many services are not the main business of the operator. Three of these services have become the main source of income:
First, through the generation of billing, etc., the income of Internet business is shared, such as part of revenues from Japanese operators’ smart ARPU, dmarket services, etc.; and secondly, through mergers and acquisitions, the scale of income is expanded, such as KDDI and softbank in 2013-2014. The abnormal growth of %-100% is acquired; the third is to provide digital services, that is, to provide income through independent provision of specific content and services, such as payment, content media, and e-commerce.
This kind of development model leads to a 20% share of Internet service revenue for Japanese operators, which is far ahead of other regional operators.
U.S. operators face the best consumer environment and the most intense OTT competition.
1. Competitive advantage: innovation and consumer spending power
The United States has strong consumer spending power, possesses the strongest purchasing power in the world, and purchases the world’s cheapest consumer electronics products. It can always discover the most innovative internet services in the world. The demand and innovation of various new terminals and new services are endless. Say that U.S. operators have the best consumer environment.
At the same time, capital and technological innovation in the United States are the most active and developed, and society is extremely repulsive to monopoly. As a result, operators do not have an advantage in capital, IT personality-based services, non-network technology innovation, and natural monopoly advantages.
On the whole, the constant demand for consumer upgrades in the United States and strong consumer purchasing power can support the development of operators. As a result, U.S. operators are more focused on integrated communications innovation based on open network capabilities.
2. Development model: technology-driven user growth and consumption upgrade
Under such a socio-political environment, the growth drivers of U.S. operators are still "user-driven" and "consumer upgrades," and the source of power behind them is "technology-driven."
By leveraging the scale effect of the network and driving growth in revenue through user growth and consumer upgrades, network and technology innovations, lower network costs, and product innovations will drive consumer upgrades.
For example, AT&T's mesh architecture capability is very powerful. It is clear that 2020 will become a software company, and its domain 2.0 and network IT transformation will both promote a network technology revolution.
U.S. operators are also more advanced in the IOT field. Smart bracelets, smart watches, etc. all have exclusive traffic packages. In 2014, more than 50% of AT&T's new connections originated from M2M; The speed of 1 million in the quarter is growing rapidly.
Europe is the birthplace of the industrial revolution. Industrial manufacturing leads the world and labor costs are high. Therefore, demand for IT services is high. European operators have chosen a strategic path based on their own CT services for corporate customers, while continuing to extend the IT field to provide ICT integration services for government and corporate clients.
Since the basic characteristics of ICT services are localization and personalization, it is difficult for foreign Internet companies and IT companies to compete with operators. Therefore, operators have certain advantages. ICT service revenue also accounts for a large portion of operator revenue.
However, due to this route choice, European operators have entered a period of continuous recession for three reasons:
First, from 2011 onwards, the European economy has reached a low point, which has a relatively large impact on the telecommunications industry.
Second, due to the role of Moore's Law, the prices of IT services and equipment purchase revenues have fallen sharply, but the labor costs/service costs have not declined;
Third, the degree of internationalization in Europe is very high. There is almost no threshold for U.S. Internet services entering the European market, and investment acquisitions can be made directly. The effect of ICT service substitution is obvious.
However, with the introduction of European Industry 4.0 and the Internet of Everything strategy, new demands for ICT services have been brought. At the same time, with the promotion of cloud technology, drastically reduced costs mean that operators can expand services to SMEs. This may be a rare opportunity for European operators with strong ICT service capabilities.
The path of China's operator transformation, before discussing, we first summarize two typical routes of international operators.
Path 1: The platform-based transformation with the opening of commercial capabilities. Typical representatives are Japanese operators. Japanese operators have strong capabilities in Internet services. By building a wall model, they independently build a dMarket application store and establish a +d model. They open up user resources and marketing service resources to further tap customer value.
Path 2: The platform transformation with the opening of network capabilities as the core, represented by US operators. U.S. operators are mainly focused on pipeline services. Through IT support, APIs are open, and solutions are developed, the network capabilities are opened to further tap the value of the network.
On the other hand, China's operators have proposed that the transformation of the platform is earlier, but the effect is not good. This is not entirely the cause of the enterprise itself, and the factors are many.
From the perspective of China Mobile, both the user base and the experience accumulated by Monternet are a good support for the transition. NTT DoCoMo's development model can be used as a good reference.
The platform-based thinking based on the opening of business capabilities will be very suitable for China Mobile. Currently, the development of user resources by mobile companies is gradually being strengthened, but the development of marketing resources has not yet begun.
In fact, even NTT DoCoMo, many of the key capabilities such as the ability to pay, push capabilities and other key capabilities are not open to the partners, China Mobile must carry out the opening of marketing resources for platform transformation. Through the creation of the user portal platform, the construction of operating service capabilities, operating systems and mechanisms, and support and marketing service capability platforms are the main entry points.
China Unicom and China Telecom are more appropriate with the "network capability open" model. Similar to US operators, China Telecom and China Unicom have not established significant advantages in the field of mobile Internet. Therefore, their strategic focus is still on the capabilities of the pipeline. In the future, “network capacity opening” is the core of its platform transformation.
In the future, we must first improve our network capabilities to enhance the attractiveness of our own network platform to consumers and partners, and establish a foundation for platform transformation. Second, we must focus on expanding the scale of users, including people and machine users, in order to enhance cooperation with partners. The attractiveness; At the same time, improve the way of API operation, attract developers to use the API to further release the value of the network.
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