New ways of doing business in the telecommunications sector
The point is that free services would entail an increase in adv
ness models, but a large number of users are required in order for this to work,
ertising-based busi-
as occurs with online services. The problem is that inno
services (mobile Internet, mobile social networks, etc.) are not in great demand,
vative wireless phone
ing free access to the network is not a viable option from an economic point of
so ad-based models are not appealing a priori. According to FTF experts, offer-
view
“rev
business models that ensure a return on in
erse-charged” or paid for b
. They believe it is reasonable for certain contents to be free (sponsored,
y third parties), but they should ha
v
ve underlying
to account that the high in
estments, particularly if we take in-
tacle for operators when it comes to doing business. These factors mak
vestments required by mobile networks pose an obs
e it v
-
difficult at present to imagine a context in which consumers receive mobile ser
ery
vices free of charge. The question is how to charge for mobile services that can
-
be accessed for free o
value offered by mobile handsets compared to alternativ
ver the Internet. The answer is to con
e channels, configuring
vince users of the
a range of products and services tailored to their idiosyncrasies.
What seems clear is that rehashing the current models in the new open land
scape is not going to work. Certain companies such as Nokia
-
Opera
285
283
, Google
284
,
Mean
their r
while, enterprising businesses (startups) in the mobile mark
and Apple
286
are leading the change with their business models.
et should base
vive. The bankruptcies of companies lik
ange of products and services on solid business models if they are to sur
e
-
are proof that making money in the mobile mark
OmniSky
et is no easy task
, Metricom and
287
MobileStar
.
8.1. New strategies for operators and MVNOs
In the past, the mobile mark
v
face the following problems
oice services that offered substantial profits to oper
et was characterized by high growth r
288
:
ators. Now, howev
ates based on
er, they
283
Nokia: http://www.nokia.com/.
Satur
tries (for example, Italy
ation in mature markets. The high penetration rates in developed coun-
284
Google: http://www.google.es/.
pectively) are indicative of the maturit
, the UK and German
y of the mark
y with 83%, 79% and 78%, res
et.
-
285
Opera: http://www.opera.com/.
286
Stagnation in rev
http://www
Apple:
.apple.com/es/.
rators has stagnated (see Figure 54). V
enue per user. The average revenue per user of major ope-
287
tors high growth rates have now become mass consumer goods with a z
oice services that used to offer oper
ero
a-
R
Ebs. Article: “Business and growth rate.
Mobile R
evenue Model. The Economics of
http://www
evenue Models.
.ebstrategy
”
articles/m_rev_models_eco
.com/mobile/
.htm.
Low use of data services.
288
stagnation through increased sales of data services such as mobile Internet.
Operators have tried with little success to offset the
Distribution. Understanding The
Fixing Mobile Operators’ Retail The profits deriv
Battle Between Mobile Operators
(excluding 15% gener
ed from these services represent roughly 8% of the total
ated by SMS).
Da
And Retail Channels.
vid Metcalfe, Niek v
Jenn
an V
y Lau,
Lizet Menk
een,
Forrester. June 2006.
e and Andrea Carini.
Intensif
tion and, thus, to a pressure on prices. A new category of competitors, such
ying competition. The opening of the market leads to more competi-
© 2008 Fundación de la Innovación Bankinter. All rights reserved.
144
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