However, a number of challenges remain. For a large Key focus areas are likely to include:
number of consumers who regard their handset as both
luxury item and status symbol, the current financial P - D 3 @ E B A D F O G E 7 A 8 F 7 > 7 ? 7 F D K E A > G F ; A @ E F A A B F ; ? ; E 7
incentives to sign-up to a longer contract are not yet private transport and encourage long-term transition
adequately compelling. Yet the much greater challenge from private to public transport.
is in persuading the major handset manufacturers to P G E ; @ 7 E E 3 @ 6 - D 3 @ E B A D F O G E 7 A 8 @ 7 I ' # E A > G F ; A @ E 3 @ 6
accept a significant reduction in global sales of new performance management approach to encourage
handsets. And as with the introduction of any change uptake of existing collaborative working tools.
on this scale, it will fall to governments and regulators P + 7 E ; 6 7 @ F ; 3 > O 7 @ 3 4 > 7 @ 7 J F 9 7 @ 7 D 3 F ; A @ 7 @ 7 D 9 K
to take the lead in the face of inevitably robust management solutions and tap into new CRM
opposition from the manufacturers. opportunities.
P G E ; @ 7 E E 3 @ 6 + 7 E ; 6 7 @ F ; 3 > O A B F ; ? ; E 7 @ 7 F I A D = G E 3 9 7 4 K
However, potential initiatives could include the discouraging IP traffic that generates negative
introduction by the Regulator of a minimum contract economic value.
length of either 18 or 24 months. Similarly, the
Government could extend green legislation to increase These opportunities are discussed in more detail in our
the cost of new handsets in the UK, for example D 7 > 3 F 7 6 B 3 B 7 D O 2 ! D 7 7 @ > ; 9 : F 8 A D - 7 > 5 A E " A I F : 7
through the introduction of a green levy. In fact, this Telecommunications industry can help other industries
approach could not only stimulate the development of reduce carbon emissions and therefore costs’.
a reconditioned handset market to offset the impact of K 7 J B > A ; F ; @ 9 F : 7 E 7 A B B A D F G @ ; F ; 7 E 3 @ 6 A F : 7 D E > ; = 7 F : 7 ?
increases in the cost of new handsets, but it could also it has been estimated that the Telecommunications
provide secondary revenue streams to both the industry could enable reductions in global CO
2
operators and handset manufacturers. emissions by between 5 and 10%.
16
Revenue Conclusion
In the section on Social Awareness, we touched on the The global economic downturn has given added
role that green credentials play in winning business, and momentum to the sustainability agenda; increasing
therefore revenue, with leading advocates of social awareness, more assertive legislative environment,
environmental policies such as Tesco or Wal-Mart. greater pressure on costs, and the search for new
Some companies have even suggested that they would revenue streams have all led to an increased focus on
be prepared to pay up to 10% more for a service that CSR as a platform for growth.
meets stringent environmental criteria.
So to build on what they have already achieved, Telcos
Telcos are also increasingly responding to consumer-led need to respond in two ways; firstly by placing
demand for green products and services. Recently for environmental policies at the heart of business and
example, Sony Ericsson unveiled green handsets that transformation strategies and decision-making. This will
are said to cut their carbon footprint by 15%. Not only help ensure the consistency and alignment of policies
is Sony Ericsson demonstrating its green credentials and across the business that is critical to building and
cutting costs, it is also tapping into a global market for sustaining credibility. Secondly is the need to identify
environmental products and services that is expected to and deliver the key operational interventions that drive
grow to $2.7 trillion (USD) by 2020.
14
targeted improvements in environmental performance
in a measurable way.
In recent years Telcos have transformed the distribution
of goods and services and today the industry underpins From next year market performance will depend
the global economy with revenues in excess of increasingly on the quality of environmental credentials.
$1.9 trillion (USD).
15
Yet with relentless pressure on As such the strategic imperative for Telcos is to
margins and costs, Telcos must unlock new sources of accelerate environmental initiatives in order to minimise
revenue by responding to opportunities to help other the impact of current and future legislation and
sectors reduce their emissions. Consequently it is capitalise on substantial new revenue opportunities.
through the environmental policies of other industries
that Telcos will take greater advantage of these new
environmental markets.
14 The Economist,
http://carboneconomy.
economist.com
15 Gartner – Dataquest
Insight: Global
Telecommunications
Market Take (June 2009)
16 Ovum, Sally Banks –
Green Telecoms:
strategies and
implications for operators
(December 2008)
© 2009 Deloitte LLP6 . All rights reserved.
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