1. Eight Centres of Gravity: consolidation of power - The mobile industry is moving towards vertical integration with companies like Google, Nokia, and Apple building ecosystems around vertically integrated hardware, software, and services solutions.
2. The software industry is consolidating - Operating systems are consolidating around Android and S60, while application environments will be dominated by WebKit, Flash Lite, Qt, and Java ME.
3. Open is the new closed - Open source is moving from early adoption to maturity across handset makers, with benefits of shared costs but risks around lack of mobile open source best practices.
A product is anything offered by a company to satisfy customer needs, whether an object, service, or idea. Most new products are improvements on existing ones, and less than 5% are totally new concepts. The success rate of new products is very low. Product development involves stages from idea generation to commercialization. Branding associates a name with benefits for customers, creating brand equity that allows companies to charge premium prices and launch extensions. Packaging and labels are important marketing tools that identify products and influence purchasing decisions.
The document discusses selecting the right marketing metrics to measure performance. It begins by asking questions about how marketing budgets and mixes can impact results. It then notes that marketing performance calculation is complex, with fragmented audiences and attention. The key messages are: [1] Prioritize metrics based on marketing priorities; [2] Metrics should help both current and future decisions; [3] Avoid "wrong" metrics like vanity, quantity, or cost-focused ones; [4] Incorporate hard metrics like revenue, profit, and customer lifetime value; [5] Choose no more than 5 key metrics to focus on. The document provides guidance on establishing metrics, goals, and ROI estimates to improve marketing ROI.
This document discusses competitor analysis and competitive strategies. It defines key terms like competitive advantage and outlines the process for analyzing competitors, including identifying them, assessing their strategies and strengths/weaknesses, and selecting which to attack or avoid. It also covers Porter's basic winning strategies of cost leadership, differentiation, and focus. Finally, it discusses different competitive positions like market leader, challenger, follower, and nicher. The overall purpose is to help understand competitors and develop effective competitive strategies.
Distribution
Direct and Indirect Selling Channels
Types of Intermediaries: Direct Channel
Types of Intermediaries: Indirect Channel
Channel Development
Channel Adaptation
Channel Decisions
Marketing of Industrial Product also called:(B2B)
Definition
Differences Between B2B and B2C
• Products/Services being marketed
• Nature of demand
• How the customer buys
• Communication process
• Economic/Financial factors
• Relationship Marketing
Marketing of Services
What is a service?
Difference between goods and services
Intangibility Inseparability, Heterogeneity and Perishability
Services -
Business Services, Health Services, Professional Services and
Hospitality Services
• The role of marketing in a service firm
Sales and Field Force Management
• Sales Management defined
• Task and goals of the sales
• Sales Management Model
• Sales Management Trends
• Transaction Selling vs Relationship Selling
• Recruiting and Managing the field team
• Time and Territory Management
Personal Selling
The most important promotional tool in B2B marketing
Transaction/relationship is often too complex to consummate without personal interaction between marketer and buyer.
Boundary Spanner
Customers are sophisticated and you need a long-term relationship to be successful.
B2B sales cost more than B2C selling
Chap008 developing and managing offerings what do customers want
Thank you for the insightful questions. Discussing product management strategies and frameworks can help improve decision making for new product development.
Session two of my classes at ITM Executive MBA for Marketing Strategy. This covers Product & Branding Strategy including Theory & speaker notes provides some examples too.
This document summarizes a lecture on customer segments, discussing the importance of understanding which customers and users are being served and their key jobs or problems to solve. It covers different types of business customers like B2B, B2C, and B2B2C, and provides heuristics for talking to customers, understanding their decision making processes, and testing products with customers.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
Find our how to make your advertising accountable. David Beaton, Senior Partner & CEO of Custometrics leads this instructive session that addresses what measurement sources are available to advertisers in the digital space. Share an analysts’ perspective on the future of measurement and revenues from TV advertising? How can ad networks e-mail engines and campaign management systems connect? Can data be used to drive a dynamic participatory storytelling process!
The document provides an overview of place and channels to market. It defines place as the location where goods and services can be purchased and the distribution channels through which they pass from producer to final user. It discusses different types of marketing channels for consumer and business products. It also covers channel functions like specialization and overcoming discrepancies. The document discusses channel strategies including selection, intensity and integration. It provides examples of push and pull strategies and considerations for developing an effective channel strategy.
LeveragePoint discusses the downsides of relying too heavily on a cost/price control approach. We'll show a recent case example of a company facing the dilemma of stagnant growth - and how a value-based marketing and sales approach will save it.
Lessons in marketing excellence 4 faded flame iimk
Kotak Mahindra Bank wishes to establish itself as the pre-eminent bank for the mass affluent in India. While its 6% interest rate on savings accounts was successful, competitors have matched this rate. Kotak needs to improve in other marketing mix levers to differentiate itself. A consumer survey found that customers value convenience, trust, rewards, and advice. This implies Kotak should focus on customer engagement through social media, reward loyalty programs, and provide expert advice on products.
The document discusses different types of key partners that startups should consider including physical channels like strategic alliances and joint business development, as well as virtual channels like traffic partners. It cautions that partnerships should be tailored to the startup's stage and goals, as partnerships aimed at early customers may fail or distract from the core mission. Overall, the document provides guidance on evaluating potential partners and managing partnership risks for startups.
This is a presentation that I have given to over 1000 Canadian companies over the years for the Atlantic Canadian Opportunities Agency (ACOA), The Canadian Consulate, Business New Brunswick, Innovation PEI, and the American Chamer of Commerce on how to develop sales in the USA.
Delivering measurable results through pricing (DMRTP) outlines challenges faced by organizations in delivering transformational results through pricing and approaches that have proven to be effective in overcoming those challenges. I delivered this presentation at PPS fall 2011 conference in Las Vegas
1. The document discusses 15 mobile trends for 2008, including the shift from mega-portals to personal me-portals, content communication becoming more important than content alone, and the internet increasingly reaching into mobile phones through technologies like AJAX and widgets.
2. It also covers the competition between application execution environments like Flash Lite, Java, and web runtimes. Mobile software requires large investments with long lead times before seeing returns.
3. The value for mobile software is shifting upwards, with things like user interfaces and services delivering more value than lower level software. Open source development could further drive this commoditization of underlying code.
This document provides an overview of mobile industry trends in 2008 as identified by VisionMobile. Key trends discussed include:
1) The shift from mega-portals to more personalized "me-portals" on mobile devices.
2) The increasing importance of content communication and user-generated content over traditional content.
3) More developers are able to create applications and services for mobile as the internet increasingly reaches into phones through technologies like AJAX and web runtimes.
4) Competition is increasing among application execution environments like Flash Lite, Java, and web technologies.
The document discusses future trends in mobility. It covers emerging technologies like social media and cloud computing. It analyzes the evolution of industries from horizontal to vertical structures and back again, using examples from the computer and telecom industries. The value chain and structure of the mobile industry is changing, with operators focusing more on services while handset makers are integrating hardware and software.
The document discusses future trends in the telecom and media industries that will lead to their integration. It outlines three scenarios for how the industries could evolve: 1) "All cloud" where operators provide only connectivity with no value add, 2) "Mobile play" where industry definitions remain stable with limited convergence, and 3) "Full service world" where operators integrate across the value chain. It then discusses trends like net neutrality, social communications displacing telcos, and access to content from any device. New commercial models and partnerships will be needed for operators to capture revenue as consumption patterns change. Russian realities are also discussed, noting data usage is surging while consumer behavior follows global trends.
1. The document discusses 15 mobile megatrends for 2008 based on a report by Andreas Constantinou from VisionMobile. Some of the trends discussed include the shift from mega-portals to personal me-portals, content communication becoming more important than content alone, and the internet increasingly reaching into mobile phones through technologies like AJAX and widgets.
2. It also touches on the competing application execution environments like Flash Lite vs Java and the war between web programming and open operating systems. The document notes that the value in mobile software is bubbling up the stack and that open source development could accelerate this.
3. Finally, it discusses how the value quadrants in mobile are shifting to focus more on
The document discusses trends in the mobile industry toward more vertical or horizontal structures. It notes that industries typically move between these two structures as markets mature. Recently, the network operator business has moved from vertical to more horizontal, opening up to developers and social networks. Meanwhile, handset OEMs moved from horizontal to more vertical with customized devices and services, though some are now opening up again. Different players are at varying stages of vertical or horizontal orientation in the ongoing evolution of the industry.
This document provides a summary of a presentation by Professor Son Vuong on mobile commerce (m-commerce). It includes:
1. An introduction to m-commerce and how it differs from e-commerce by being conducted on wireless devices.
2. An overview of key issues in m-commerce like technical challenges, security, usability, and regulations.
3. A brief discussion of LIVES, a company spun off from the University of British Columbia, and how it applies to m-commerce.
4. Conclusions that m-commerce will succeed as part of an integrated model complementing traditional commerce, and be most successful for small transactions via applications like games and media on mobile devices.
Next Generation Messaging Market Ronald Gruia (Frost & Sullivan)
Ronald Gruia analyzes the next generation messaging market. He notes that while next-gen platforms have been deployed worldwide, uptake has not been as fast as expected. Operators are prioritizing other investments over full migration. However, technologies like IMS and RCS aim to make migration more efficient and stimulate growth. Future trends may include new business models relying more on advertising revenue and applications catering to low-income users.
This document discusses the transition to all-IP telecom networks. It begins by reviewing the evolution of telecommunications from past technologies like GSM to the present with 4G/LTE networks and the future of 5G. It then explains that all-IP networks will converge different services like data, voice and multimedia onto a single IP-based network. This will impact the telecom market by increasing competition and allowing new entrants. The document also summarizes the growth of the Saudi telecom market in mobile, fixed and broadband services. It provides overviews of the marketing, business operations and personnel planning needed to support all-IP networks.
EDF2013: Invited Talk Fiona Williams: The next level for verticals!
Invited talk of Fiona Williams, Research Director of Ericsson, at the European Data Forum 2013, 9 April 2013 in Dublin, Ireland: The next level for verticals!
The document discusses the evolution of vertical and horizontal structures in the mobile industry. It notes that industries often move between these two structures over time. Recently, mobile network operators have moved towards more horizontal structures by opening their networks through APIs and outsourcing operations. Meanwhile, handset OEMs have adopted both more horizontal and vertical approaches, such as outsourcing manufacturing but also introducing proprietary service platforms. The document analyzes where different players currently stand in their transition between vertical and horizontal models.
The document discusses the evolution of vertical and horizontal structures in the mobile industry. It notes that industries often move between these two structures over time. Recently, mobile network operators have moved towards more horizontal structures by opening their networks through APIs and outsourcing operations. Meanwhile, handset OEMs have adopted both more horizontal and vertical approaches, such as outsourcing manufacturing but also introducing proprietary service platforms. The document analyzes where different players currently stand in their transition between vertical and horizontal models.
The document discusses the evolution of vertical and horizontal structures in the mobile industry. It notes that industries often move between these two structures over time. Recently, mobile network operators have moved towards more horizontal structures by opening their networks through APIs and outsourcing operations. Meanwhile, handset OEMs have adopted both more horizontal and vertical approaches, such as outsourcing manufacturing but also introducing proprietary service platforms. The document analyzes where different players currently stand in their transition between vertical and horizontal models.
Asymmetry abound: the new rules of the app economy
The document discusses various asymmetries in the mobile app economy. It notes that apps represent just the tip of the iceberg of disruption, which has led to a modular value chain. Competition is no longer just about profits, and the basis has shifted from reliability to choice. There are also asymmetries between profit generators and non-profits, with a few players dominating profits. PC disruption destroyed the handset industry. Core and complement business models are also asymmetric, with some players using complements to drive their core businesses. Platforms are also asymmetric versus products.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
Mobile Convention Amsterdam - Nokia - Jean-Marc Nicolaï
This document summarizes Nokia's mobile ecosystem strategy presented by Jean-Marc Nicolaï on April 19, 2011. The key points are:
1. Nokia aims to regain leadership in the smartphone market, maintain volume and value leadership in mobile phones, and sustain its future as the leading mobile products company.
2. Nokia's strategy involves building an ecosystem of mobile devices, a unified communication platform, developers, OEMs, content players, operators, and advertising/commerce/search partners.
3. Symbian remains an important franchise for Nokia, and Qt will improve developer efficiency and enable beautiful user interfaces on Symbian and MeeGo platforms.
Disruption: Maps - Presentation by Marcus Thielking, CMO & CFO of Skobbler at the NOAH 2012 Conference in London, Old Billingsgate on the 6th of November 2012.
2012: The Tipping Point of Broad Scale Cloud Deployment
ODCA Forecast 2012 Keynote: Curt Aubley, President, Open Data Center Alliance; VP/CTO NexGen Cyber Innovation & Technology; Lockheed Martin Information Systems & Global Services
The Developer Economics Survey is proud to be the most global developer survey in the world and these are some very interesting figures and data to illustrate this.
Billions of dollars are spent to engage developers in platforms, tools and services. As the Internet of Things brings computing to every object, from the most mundane to the most sophisticated, a new wave of developer tools is arriving. Developers are such an important audience, so it’s only right that managers of developer products and services should have proper developer marketing tools. This report offers one such marketing tool: a proven, state-of-the-art segmentation model for IoT developers.
We take a deep-dive into how the segmentation model can help you to optimize the value proposition of your developer product, create messaging and outreach that resonates with developers, and find or create the type of developer you need, migrating them from adjacent areas of development. The key question asked is: how can you effectively target IoT developers, by fine-tuning your developer product and communication to the specific needs of the developers you are most interested in? We also discuss the professionalization of IoT, and how attitudes of new IoT developers will evolve over time.
Julian Barkes and Cabell de Marcellus talked about “How dianomi is turning data insight into actionable strategy” on Wednesday 21 at adtech London.
“Data lies at the heart of all businesses. However data alone counts for nothing; it’s what you learn from it and how use you it to make informed changes that really matters. What the client needs is an actionable strategy based on critical marketing intelligence to optimise their entire marketing campaign. Find out how dianomi’s Exedra platform provides the insight needed to optimally engage and convert prospects at every stage of the customer journey.”
The document discusses distribution channels and how companies can test hypotheses about selling their product through different channels. It examines key questions around how companies want to sell their product and how customers want to buy, covering various channel types like direct, retail, wholesale, and licensing. Different channel economics are explored through examples like book publishing that involve multiple players like publishers, distributors, wholesalers, retailers and end customers.
This document discusses developing a brand equity measurement and management system. It introduces the brand value chain model, which assesses how marketing activities create brand value by influencing customer mindset, market performance, and shareholder value. It also discusses designing tracking studies to monitor key brand metrics over time, as well as creating a brand equity management system involving a brand equity charter, regular brand equity reports, and assigning responsibilities to maximize long-term brand value.
A product is anything offered by a company to satisfy customer needs, whether an object, service, or idea. Most new products are improvements on existing ones, and less than 5% are totally new concepts. The success rate of new products is very low. Product development involves stages from idea generation to commercialization. Branding associates a name with benefits for customers, creating brand equity that allows companies to charge premium prices and launch extensions. Packaging and labels are important marketing tools that identify products and influence purchasing decisions.
The document discusses selecting the right marketing metrics to measure performance. It begins by asking questions about how marketing budgets and mixes can impact results. It then notes that marketing performance calculation is complex, with fragmented audiences and attention. The key messages are: [1] Prioritize metrics based on marketing priorities; [2] Metrics should help both current and future decisions; [3] Avoid "wrong" metrics like vanity, quantity, or cost-focused ones; [4] Incorporate hard metrics like revenue, profit, and customer lifetime value; [5] Choose no more than 5 key metrics to focus on. The document provides guidance on establishing metrics, goals, and ROI estimates to improve marketing ROI.
This document discusses competitor analysis and competitive strategies. It defines key terms like competitive advantage and outlines the process for analyzing competitors, including identifying them, assessing their strategies and strengths/weaknesses, and selecting which to attack or avoid. It also covers Porter's basic winning strategies of cost leadership, differentiation, and focus. Finally, it discusses different competitive positions like market leader, challenger, follower, and nicher. The overall purpose is to help understand competitors and develop effective competitive strategies.
Distribution
Direct and Indirect Selling Channels
Types of Intermediaries: Direct Channel
Types of Intermediaries: Indirect Channel
Channel Development
Channel Adaptation
Channel Decisions
Marketing of Industrial Product also called:(B2B)
Definition
Differences Between B2B and B2C
• Products/Services being marketed
• Nature of demand
• How the customer buys
• Communication process
• Economic/Financial factors
• Relationship Marketing
Marketing of Services
What is a service?
Difference between goods and services
Intangibility Inseparability, Heterogeneity and Perishability
Services -
Business Services, Health Services, Professional Services and
Hospitality Services
• The role of marketing in a service firm
Sales and Field Force Management
• Sales Management defined
• Task and goals of the sales
• Sales Management Model
• Sales Management Trends
• Transaction Selling vs Relationship Selling
• Recruiting and Managing the field team
• Time and Territory Management
Personal Selling
The most important promotional tool in B2B marketing
Transaction/relationship is often too complex to consummate without personal interaction between marketer and buyer.
Boundary Spanner
Customers are sophisticated and you need a long-term relationship to be successful.
B2B sales cost more than B2C selling
Chap008 developing and managing offerings what do customers wantHee Young Shin
Thank you for the insightful questions. Discussing product management strategies and frameworks can help improve decision making for new product development.
Session two of my classes at ITM Executive MBA for Marketing Strategy. This covers Product & Branding Strategy including Theory & speaker notes provides some examples too.
This document summarizes a lecture on customer segments, discussing the importance of understanding which customers and users are being served and their key jobs or problems to solve. It covers different types of business customers like B2B, B2C, and B2B2C, and provides heuristics for talking to customers, understanding their decision making processes, and testing products with customers.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
Find our how to make your advertising accountable. David Beaton, Senior Partner & CEO of Custometrics leads this instructive session that addresses what measurement sources are available to advertisers in the digital space. Share an analysts’ perspective on the future of measurement and revenues from TV advertising? How can ad networks e-mail engines and campaign management systems connect? Can data be used to drive a dynamic participatory storytelling process!
The document provides an overview of place and channels to market. It defines place as the location where goods and services can be purchased and the distribution channels through which they pass from producer to final user. It discusses different types of marketing channels for consumer and business products. It also covers channel functions like specialization and overcoming discrepancies. The document discusses channel strategies including selection, intensity and integration. It provides examples of push and pull strategies and considerations for developing an effective channel strategy.
LeveragePoint discusses the downsides of relying too heavily on a cost/price control approach. We'll show a recent case example of a company facing the dilemma of stagnant growth - and how a value-based marketing and sales approach will save it.
Kotak Mahindra Bank wishes to establish itself as the pre-eminent bank for the mass affluent in India. While its 6% interest rate on savings accounts was successful, competitors have matched this rate. Kotak needs to improve in other marketing mix levers to differentiate itself. A consumer survey found that customers value convenience, trust, rewards, and advice. This implies Kotak should focus on customer engagement through social media, reward loyalty programs, and provide expert advice on products.
The document discusses different types of key partners that startups should consider including physical channels like strategic alliances and joint business development, as well as virtual channels like traffic partners. It cautions that partnerships should be tailored to the startup's stage and goals, as partnerships aimed at early customers may fail or distract from the core mission. Overall, the document provides guidance on evaluating potential partners and managing partnership risks for startups.
USA Sales & Distribution Strategies StrategiesStephen Davis
This is a presentation that I have given to over 1000 Canadian companies over the years for the Atlantic Canadian Opportunities Agency (ACOA), The Canadian Consulate, Business New Brunswick, Innovation PEI, and the American Chamer of Commerce on how to develop sales in the USA.
Delivering measurable results through pricing (DMRTP) outlines challenges faced by organizations in delivering transformational results through pricing and approaches that have proven to be effective in overcoming those challenges. I delivered this presentation at PPS fall 2011 conference in Las Vegas
1. The document discusses 15 mobile trends for 2008, including the shift from mega-portals to personal me-portals, content communication becoming more important than content alone, and the internet increasingly reaching into mobile phones through technologies like AJAX and widgets.
2. It also covers the competition between application execution environments like Flash Lite, Java, and web runtimes. Mobile software requires large investments with long lead times before seeing returns.
3. The value for mobile software is shifting upwards, with things like user interfaces and services delivering more value than lower level software. Open source development could further drive this commoditization of underlying code.
This document provides an overview of mobile industry trends in 2008 as identified by VisionMobile. Key trends discussed include:
1) The shift from mega-portals to more personalized "me-portals" on mobile devices.
2) The increasing importance of content communication and user-generated content over traditional content.
3) More developers are able to create applications and services for mobile as the internet increasingly reaches into phones through technologies like AJAX and web runtimes.
4) Competition is increasing among application execution environments like Flash Lite, Java, and web technologies.
The document discusses future trends in mobility. It covers emerging technologies like social media and cloud computing. It analyzes the evolution of industries from horizontal to vertical structures and back again, using examples from the computer and telecom industries. The value chain and structure of the mobile industry is changing, with operators focusing more on services while handset makers are integrating hardware and software.
The document discusses future trends in the telecom and media industries that will lead to their integration. It outlines three scenarios for how the industries could evolve: 1) "All cloud" where operators provide only connectivity with no value add, 2) "Mobile play" where industry definitions remain stable with limited convergence, and 3) "Full service world" where operators integrate across the value chain. It then discusses trends like net neutrality, social communications displacing telcos, and access to content from any device. New commercial models and partnerships will be needed for operators to capture revenue as consumption patterns change. Russian realities are also discussed, noting data usage is surging while consumer behavior follows global trends.
1. The document discusses 15 mobile megatrends for 2008 based on a report by Andreas Constantinou from VisionMobile. Some of the trends discussed include the shift from mega-portals to personal me-portals, content communication becoming more important than content alone, and the internet increasingly reaching into mobile phones through technologies like AJAX and widgets.
2. It also touches on the competing application execution environments like Flash Lite vs Java and the war between web programming and open operating systems. The document notes that the value in mobile software is bubbling up the stack and that open source development could accelerate this.
3. Finally, it discusses how the value quadrants in mobile are shifting to focus more on
The document discusses trends in the mobile industry toward more vertical or horizontal structures. It notes that industries typically move between these two structures as markets mature. Recently, the network operator business has moved from vertical to more horizontal, opening up to developers and social networks. Meanwhile, handset OEMs moved from horizontal to more vertical with customized devices and services, though some are now opening up again. Different players are at varying stages of vertical or horizontal orientation in the ongoing evolution of the industry.
This document provides a summary of a presentation by Professor Son Vuong on mobile commerce (m-commerce). It includes:
1. An introduction to m-commerce and how it differs from e-commerce by being conducted on wireless devices.
2. An overview of key issues in m-commerce like technical challenges, security, usability, and regulations.
3. A brief discussion of LIVES, a company spun off from the University of British Columbia, and how it applies to m-commerce.
4. Conclusions that m-commerce will succeed as part of an integrated model complementing traditional commerce, and be most successful for small transactions via applications like games and media on mobile devices.
Next Generation Messaging Market Ronald Gruia (Frost & Sullivan)guestceb1dfc
Ronald Gruia analyzes the next generation messaging market. He notes that while next-gen platforms have been deployed worldwide, uptake has not been as fast as expected. Operators are prioritizing other investments over full migration. However, technologies like IMS and RCS aim to make migration more efficient and stimulate growth. Future trends may include new business models relying more on advertising revenue and applications catering to low-income users.
This document discusses the transition to all-IP telecom networks. It begins by reviewing the evolution of telecommunications from past technologies like GSM to the present with 4G/LTE networks and the future of 5G. It then explains that all-IP networks will converge different services like data, voice and multimedia onto a single IP-based network. This will impact the telecom market by increasing competition and allowing new entrants. The document also summarizes the growth of the Saudi telecom market in mobile, fixed and broadband services. It provides overviews of the marketing, business operations and personnel planning needed to support all-IP networks.
EDF2013: Invited Talk Fiona Williams: The next level for verticals!European Data Forum
Invited talk of Fiona Williams, Research Director of Ericsson, at the European Data Forum 2013, 9 April 2013 in Dublin, Ireland: The next level for verticals!
The document discusses the evolution of vertical and horizontal structures in the mobile industry. It notes that industries often move between these two structures over time. Recently, mobile network operators have moved towards more horizontal structures by opening their networks through APIs and outsourcing operations. Meanwhile, handset OEMs have adopted both more horizontal and vertical approaches, such as outsourcing manufacturing but also introducing proprietary service platforms. The document analyzes where different players currently stand in their transition between vertical and horizontal models.
The document discusses the evolution of vertical and horizontal structures in the mobile industry. It notes that industries often move between these two structures over time. Recently, mobile network operators have moved towards more horizontal structures by opening their networks through APIs and outsourcing operations. Meanwhile, handset OEMs have adopted both more horizontal and vertical approaches, such as outsourcing manufacturing but also introducing proprietary service platforms. The document analyzes where different players currently stand in their transition between vertical and horizontal models.
The document discusses the evolution of vertical and horizontal structures in the mobile industry. It notes that industries often move between these two structures over time. Recently, mobile network operators have moved towards more horizontal structures by opening their networks through APIs and outsourcing operations. Meanwhile, handset OEMs have adopted both more horizontal and vertical approaches, such as outsourcing manufacturing but also introducing proprietary service platforms. The document analyzes where different players currently stand in their transition between vertical and horizontal models.
Asymmetry abound: the new rules of the app economySlashData
The document discusses various asymmetries in the mobile app economy. It notes that apps represent just the tip of the iceberg of disruption, which has led to a modular value chain. Competition is no longer just about profits, and the basis has shifted from reliability to choice. There are also asymmetries between profit generators and non-profits, with a few players dominating profits. PC disruption destroyed the handset industry. Core and complement business models are also asymmetric, with some players using complements to drive their core businesses. Platforms are also asymmetric versus products.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
This document summarizes Nokia's mobile ecosystem strategy presented by Jean-Marc Nicolaï on April 19, 2011. The key points are:
1. Nokia aims to regain leadership in the smartphone market, maintain volume and value leadership in mobile phones, and sustain its future as the leading mobile products company.
2. Nokia's strategy involves building an ecosystem of mobile devices, a unified communication platform, developers, OEMs, content players, operators, and advertising/commerce/search partners.
3. Symbian remains an important franchise for Nokia, and Qt will improve developer efficiency and enable beautiful user interfaces on Symbian and MeeGo platforms.
Disruption: Maps - Presentation by Marcus Thielking, CMO & CFO of Skobbler at the NOAH 2012 Conference in London, Old Billingsgate on the 6th of November 2012.
ODCA Forecast 2012 Keynote: Curt Aubley, President, Open Data Center Alliance; VP/CTO NexGen Cyber Innovation & Technology; Lockheed Martin Information Systems & Global Services
Similar to Mobile Megatrends 2009 (VisionMobile) (20)
The Developer Economics Survey is proud to be the most global developer survey in the world and these are some very interesting figures and data to illustrate this.
Billions of dollars are spent to engage developers in platforms, tools and services. As the Internet of Things brings computing to every object, from the most mundane to the most sophisticated, a new wave of developer tools is arriving. Developers are such an important audience, so it’s only right that managers of developer products and services should have proper developer marketing tools. This report offers one such marketing tool: a proven, state-of-the-art segmentation model for IoT developers.
We take a deep-dive into how the segmentation model can help you to optimize the value proposition of your developer product, create messaging and outreach that resonates with developers, and find or create the type of developer you need, migrating them from adjacent areas of development. The key question asked is: how can you effectively target IoT developers, by fine-tuning your developer product and communication to the specific needs of the developers you are most interested in? We also discuss the professionalization of IoT, and how attitudes of new IoT developers will evolve over time.
Cloud Developer Segmentation Report by VisionMobileSlashData
Cloud computing has emerged from its back-end, client/server, roots, to create paradigms of its own. Processing on demand enables disruptive competitors to capitalise on success, without the huge investments they would once have needed, and standardised platforms are making Cloud development easier than ever before.
Cloud developers have a broad range of skills, making categorisation by technology or target all but useless, so at VisionMobile we divide developers in to eight segments, based on what they want to achieve rather than the tools they use to achieve it. In this report we look in detail at the Cloud developer communities, seeing motivations map to tools and business models, providing an insight into what applications they are creating and how they are creating them.
Have you ever asked yourselves what would the world be like if there were only 100 developers in it? Well even if you haven’t, we are sure we have just made you think about it.
Based on our Developer Economics survey that reaches 30,000+ devs per year, across mobile, IoT, cloud, desktop, AR/VR, machine learning , we designed a very interesting Infographic illustrating this scenario.
Check it out and find interest insights about the Developer World :
How many men and women would this world include ?
Which continent would be the most populated ?
How many would be Pros and how many Hobbyists ?
How experienced are developers in this world?
What is the most popular coding language?
91% of IoT developers use open source technology in their projects. Open source is a major factor in the Internet of Things.
In this report, we examine the state of the art in how and why IoT developers use open source software, open source hardware, and open data.
How mainstream is open source in IoT? Is it just for hobbyists and idealists, or is there more to it than that?
Which developer demographics use open source and why?
How can I make sense of the hundreds of open source, open hardware, and open data licenses that are out there?
Should your project be open or closed? How can you use open source to achieve commercial success?
This is a sample of our IoT Wearables Landscape 2015 Premium Report, which deconstructs the 3 types of wearables platforms that support developers in their quest, and showcases a leaderboard of the top smartwatch platforms.
The report is based on the largest-ever IoT developer survey, including 670+ wearables developers.
Read more VisionMobile reports here: http://www.visionmobile.com/product
This report explores the untapped e-commerce revenue opportunity for software developers, both those working on mobile apps and Internet of Things (IoT) projects. Case studies – from Amazon to Zalando – show how connected devices, frictionless discovery and payment are changing e- commerce. This leads to a prediction of the e-commerce industry future which will be structurally disrupted, as IoT extends e-commerce affiliate schemes beyond websites, mobile, and apps, onto any physical surface.
Read more VisionMobile reports here: http://www.visionmobile.com/product
Globalisation 2.0 - How digital is crushing industry boundariesSlashData
Globalisation 2.0: How digital is crushing industry boundaries
The incumbents from Apple to Xiaomi are redefining globalisation using experiences, business models and products that break industry boundaries. Andreas, VisionMobile’s CEO & Founder reveals how ecosystems are now competing not only on apps but on experience roaming; how cross-industry business models can compete unfairly and evade regulation; and how platform-first products are now the baseline for success.
Key Insights from the the 9th edition of the State of the Developer Nation report that now covers all the latest trends in mobile, desktop, IoT and cloud services development. We look at the most popular platforms, languages, vertical markets and hosting providers. Find out which types of development are bringing in the most revenue and which revenue models are succeeding. We also take a deep dive into mobile commerce, the biggest battleground in today’s app economy.
Get the full report here: http://vmob.me/DevEcon3Q15SS
The Developer Megatrends report series distills the major data points and insights from our research into the most important trends in the developer economy. In this 7th edition Megatrends report, we cover app business models and examine how developers can escape the poverty trap. We look at how consumer technology will invade the enterprise, and how data will be at the center of the most interesting apps in the coming years. We’ll also revisit experience roaming – a trend from 2010 that is now in full swing.
One thing is clear. Developers are a driving force in every industry and a critical source of competitive advantage. Every company should master developer ecosystem skills. Developer Megatrends H1 2015 will shed light on the state of the art in the developer economy.
What is the Internet of Things (not)?
Nest thermostat integrates many data sources to drive action
IoT products create value by making sense of data
IoT developers become increasingly data-centric
Devices are just part of the story, IoT is all about...
Consumer market or enterprise market?
2007: Enterprises are the obvious opportunity for smartphones
2015: Consumer technology becomes enterprise technology
Consumer technology boosts clinical trials
Cities opt for traffic data generated by... citizens
Drone innovation: made for enthusiasts, used in enterprises
IoT developer ecosystems are emerging consumer-first
IoT is in 2008 in smartphone years
The era of standalone products is over
Some other things that exchange data with Nest
The boundaries between verticals are making less and less sense
IoT developers are flocking to open platforms in all verticals
Developer Economics - State of the Developer Nation 2015Q1SlashData
The App Economy in 2015: e-commerce dominates.
The platform wars have ended in a stalemate
Swift rises to 20% of mobile devs, 4 months since launch
App economy revenues are polarising
53% of mobile developers are working on an IoT project
Tool awareness is increasing.
An increasing fraction of developers target enterprise and they ‘re more successful
Pro devs target
iOS & browser. Android is for all WP is the fun place to start.
Connected Car: Mobile industry perspectiveSlashData
VisionMobile | the analysts of the mobile economy
Connected Car OR Connected Driver
Apple perspective on the connected car
Google perspective on the connected car
Apple and Google try to turn the car into a smartphone accessory on wheels
Startups and developers innovate on top of OBD-II
Automatic: Smart driving assistant
Car makers need to learn new rules
VisionMobile | the analysts of the developer economy
Based on state-of-the-art research on Internet of Things
What is the Internet of Things (not)?
Nest is a hub turning data into action
Creating data apps for home, car, security, energy, health
IoT products create value through data apps
What is the Internet of Things (not)?
The Watch locks purchases and habits to the Apple ecosystem
The most important apps are not here...
The Watch will notdisrupt these...
But ..The Watch WILL displace these...
Who are the top platforms in IoT?
Mobile and e-commerce developer ecosystems take the lead
What are IoT developers working on?
-- 53% of mobile developers are already involved in the Internet of Things ---
Find more inside...
This document discusses ecosystems and digital business models. It provides examples of how Apple and Google built large app ecosystems through their iOS and Android platforms. It describes how ecosystems create "black oceans" where competition is nearly impossible. It introduces the concept of asymmetric business models, where companies generate profits in a different industry than where they create value. The document presents a three-step recipe for digital business models and provides examples from Apple, Google, Amazon, and WeChat.
Insights on IoT Developers Oct 2014 - VisionMobileSlashData
A short presentation with key insights on IoT developers, based on our Apr/May 2014 developer survey, with over 10,000 respondents.
Key Insights:
1. 3.2M Internet of Things developers are ready to start innovating today.
2. IoT/M2M attracts many more developers than Smart TVs, set- top-boxes, consoles and e-readers.
3. Small teams spearhead IoT movement.
4. Western Europe, North America, India and China emerge as key IoT/M2M hubs.
5. Information is more important for IoT/M2M developers than discovery or experimentation.
Want more? Get in touch! matos@visionmobile.com
File download at: www.visionmobile.com/product/mobile-megatrends-2014/
Mobile Megatrends is an annual report that identifies and explains the latest trends in the mobile industry and their future impact. The Megatrends reports draw on the knowledge base from tens of graphs, data points and insights based on VisionMobile research.
This, 5th annual report, focuses on how the mobile industry keeps reinventing itself and presents the fundamental business model changes behind the apps phenomenon, the evolution of mobile ecosystems and the future of HTML5 vs. native.
VisionMobile - The science of speaking to mobile app developersSlashData
The document discusses strategies for engaging mobile app developers through APIs. It outlines how APIs can extend business models by serving as distribution channels, data collection tools, or ways to expand products. However, gaining developer attention is challenging due to competing platforms. To be successful, API strategies must understand what developers want to achieve and address their different motivations beyond just revenues. The document segments developers and explains their varied definitions of success. Knowing developer needs and the "hierarchy of motivations" is key to engaging them effectively.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
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You can do the same for your projects, and this presentation will show you how, with an emphasis on the unique challenges that come up when working with Dart and Flutter.
The session will provide a walkthrough of the steps involved in securing a first repository, and then what it takes to repeat that process across an organization with multiple repos. It will also look at the ongoing maintenance involved once scorecards have been implemented, and how aspects of that maintenance can be better automated to minimize toil.
UiPath Community Day Kraków: Devs4Devs ConferenceUiPathCommunity
We are honored to launch and host this event for our UiPath Polish Community, with the help of our partners - Proservartner!
We certainly hope we have managed to spike your interest in the subjects to be presented and the incredible networking opportunities at hand, too!
Check out our proposed agenda below 👇👇
08:30 ☕ Welcome coffee (30')
09:00 Opening note/ Intro to UiPath Community (10')
Cristina Vidu, Global Manager, Marketing Community @UiPath
Dawid Kot, Digital Transformation Lead @Proservartner
09:10 Cloud migration - Proservartner & DOVISTA case study (30')
Marcin Drozdowski, Automation CoE Manager @DOVISTA
Pawel Kamiński, RPA developer @DOVISTA
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
09:40 From bottlenecks to breakthroughs: Citizen Development in action (25')
Pawel Poplawski, Director, Improvement and Automation @McCormick & Company
Michał Cieślak, Senior Manager, Automation Programs @McCormick & Company
10:05 Next-level bots: API integration in UiPath Studio (30')
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
10:35 ☕ Coffee Break (15')
10:50 Document Understanding with my RPA Companion (45')
Ewa Gruszka, Enterprise Sales Specialist, AI & ML @UiPath
11:35 Power up your Robots: GenAI and GPT in REFramework (45')
Krzysztof Karaszewski, Global RPA Product Manager
12:20 🍕 Lunch Break (1hr)
13:20 From Concept to Quality: UiPath Test Suite for AI-powered Knowledge Bots (30')
Kamil Miśko, UiPath MVP, Senior RPA Developer @Zurich Insurance
13:50 Communications Mining - focus on AI capabilities (30')
Thomasz Wierzbicki, Business Analyst @Office Samurai
14:20 Polish MVP panel: Insights on MVP award achievements and career profiling
7 Most Powerful Solar Storms in the History of Earth.pdfEnterprise Wired
Solar Storms (Geo Magnetic Storms) are the motion of accelerated charged particles in the solar environment with high velocities due to the coronal mass ejection (CME).
Choose our Linux Web Hosting for a seamless and successful online presencerajancomputerfbd
Our Linux Web Hosting plans offer unbeatable performance, security, and scalability, ensuring your website runs smoothly and efficiently.
Visit- https://onliveserver.com/linux-web-hosting/
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Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
Comparison Table of DiskWarrior Alternatives.pdfAndrey Yasko
To help you choose the best DiskWarrior alternative, we've compiled a comparison table summarizing the features, pros, cons, and pricing of six alternatives.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
Quality Patents: Patents That Stand the Test of TimeAurora Consulting
Is your patent a vanity piece of paper for your office wall? Or is it a reliable, defendable, assertable, property right? The difference is often quality.
Is your patent simply a transactional cost and a large pile of legal bills for your startup? Or is it a leverageable asset worthy of attracting precious investment dollars, worth its cost in multiples of valuation? The difference is often quality.
Is your patent application only good enough to get through the examination process? Or has it been crafted to stand the tests of time and varied audiences if you later need to assert that document against an infringer, find yourself litigating with it in an Article 3 Court at the hands of a judge and jury, God forbid, end up having to defend its validity at the PTAB, or even needing to use it to block pirated imports at the International Trade Commission? The difference is often quality.
Quality will be our focus for a good chunk of the remainder of this season. What goes into a quality patent, and where possible, how do you get it without breaking the bank?
** Episode Overview **
In this first episode of our quality series, Kristen Hansen and the panel discuss:
⦿ What do we mean when we say patent quality?
⦿ Why is patent quality important?
⦿ How to balance quality and budget
⦿ The importance of searching, continuations, and draftsperson domain expertise
⦿ Very practical tips, tricks, examples, and Kristen’s Musts for drafting quality applications
https://www.aurorapatents.com/patently-strategic-podcast.html
How Social Media Hackers Help You to See Your Wife's Message.pdfHackersList
In the modern digital era, social media platforms have become integral to our daily lives. These platforms, including Facebook, Instagram, WhatsApp, and Snapchat, offer countless ways to connect, share, and communicate.
BT & Neo4j: Knowledge Graphs for Critical Enterprise Systems.pptx.pdfNeo4j
Presented at Gartner Data & Analytics, London Maty 2024. BT Group has used the Neo4j Graph Database to enable impressive digital transformation programs over the last 6 years. By re-imagining their operational support systems to adopt self-serve and data lead principles they have substantially reduced the number of applications and complexity of their operations. The result has been a substantial reduction in risk and costs while improving time to value, innovation, and process automation. Join this session to hear their story, the lessons they learned along the way and how their future innovation plans include the exploration of uses of EKG + Generative AI.
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Blockchain technology is transforming industries and reshaping the way we conduct business, manage data, and secure transactions. Whether you're new to blockchain or looking to deepen your knowledge, our guidebook, "Blockchain for Dummies", is your ultimate resource.
2. Knowledge. Passion. Innovation.
Mobile Megatrends 2009
Andreas Constantinou, Ph.D.
Research Director,
VisionMobile
twitter: @andreascon
Last updated: 2 June 2009 licensed under a Creative Commons Attribution 3.0 license.
3. Mobile Megatrends
Eight Centres of Gravity: the New Rules of Mobile.
Market Gravity: The Rise and Fall of Market Value. The
Software Industry is Consolidating. Mapping Business
Model Innovation: Value Quadrants. Open is the New
Closed. The Mobile Application Store Phenomenon.
NaaS: Network as a Service. Mobile Service Analytics:
the Most Underhyped Opportunity.
4. VisionMobile
Research Reports
selected analyst reports
On-Device Portals: The New Age of MDM Case Study: Five Defining Traits
Beyond WAP Handset Motorola of Open Source
(ARCchart) Customisation: (Ovum) (Informa)
2006-2011
(ARCchart)
High-Capacity SIMs Mobile Operating Firmware OTA: GPLv2 vs GPLv3
(Informa) Systems: The New From Hype to White Paper
Generation Market Reality
(ARCchart)
Mobile Software Activating the Idle Open Source in Mobile
Management Screen: Uncharted Mobile: 2007-2012 Megatrends
Report Territory (Informa) 2008
(Informa)
5. VisionMobile
Market-How Maps
Mobile Industry Atlas The 100 million club
:a visual map of who's who in the mobile : the watchlist of software companies whose
handset industry, showcasing 800+ leading products have been embedded on more than
companies across 47 market sectors. 100 million cellular handsets
8. 1 Eight Centres of Gravity: consolidation of power
9. 1 Eight Centres of Gravity: consolidation of power
The industry is moving again into a vertically integrated structure
From the vertically integrated devices 20 years ago, to the horizontal enabler era of ODMs and OSes,
and again into a vertical integration of hardware + software + services with Nokia, Google et al
start
10. 1 Eight Centres of Gravity: consolidation of power
Google, LiMo, Nokia, Qualcomm, Apple, Microsoft, Adobe, Intel
are building vertically integrated solutions and related ecosystems
in effect: Centres of Gravity
ecosystem players
vertical solution
11. 1 Eight Centres of Gravity: consolidation of power
Starting from software or hardware, and building upwards
..
..the value wars are moving up the stack!
12. 1 Eight Centres of Gravity: consolidation of power
13. 1 Eight Centres of Gravity: consolidation of power
Outlook:
- RIM aggressively moving into forming a centre of gravity
- LiMo’s future is uncertain: LiMo-compliance only applies
to circa 1% of the software stack
- How succesful will be Adobe’s transition of Flash Lite into Flash 10
through the Open Screen Project?
- Can Sony Ericsson elevate Capuchin from a toolkit to a platform?
- Will Nokia divorce its Internet and manufacturing personae?
- Plus: networks are now moving into horizontal structure; via
outsourced IT operations, outsourced customer operations (see
MVNO) and outsourced sub-brands (see Blyk, Out There Media)
14. 2 Market gravity: the rise and fall of market value
15. 2 Market gravity: the rise and fall of market value
Every market sector follows a downwards path;
As if pulled by a gravity, it goes through 3 stages:
novelty
network
as a service
- Novelty: the point when a novel product
spectrum
scarcity
is introduced, but demand is scarce.
market
formation
- Differentiation: market is formed and
voice ring-back
differentiation
products become a point of differentiation services tones
- Utility: when the products in the market
MVNOs
have limited sale value, but have become essential
commodities. ringtones
location
services
Gravity accelerators/decelerators
value
sideloading
For every market there are factors or events causing
Latitude
line
Google
iTunes`
utility
its gravity to accelerate or decelerate (e.g. see what
Google Latitude has done for MNO location services)
16. 2 Market gravity: the rise and fall of market value
Device technologies Network services
novelty
network
as a service
mobile haptics
spectrum
service
scarcity
analytics
market mobile
formation application
billing
stores widgets
voice ring-back access
differentiation
touch- services tones
screens
synchroni-
MVNOs
application sation
iPhone
environments
Active
Idle multimedia photo
Screen
Flash
codecs ringtones sharing
Lite
Java location
virtual services
machines
value
sideloading
browsers core on-device
Latitude
line
Google
iTunes`
Dalvik
portals
utility
operating
systems
WebKit
Linux
18. 3 The software industry is consolidating
Operating systems for smartphones are now reduced to two choices:
(smartphone OSes are strategically important to OEMs due to high margins of smartphones)
1. S60: now with low cost of ownership and UIQ, MOAP out of the way
Pros: Backed by Nokia, SEMC, Samsung, LG, but not Motorola. Mature and operator compliant
Cons: Nokia’s dominance of package ownership and lack of UI differentiation may alienate OEMs
2. Android: advanced architecture, but not catering to OEM needs
Pros: Backed by HTC, SEMC, Samsung, LG, Huawei. Dell, Garmin, Fujitsu, China Mobile, Vodafone, O2.
Pros: designed from the ground up for 3rd party developers; fastest in developing and debugging apps
Cons: not designed for 2nd parties (OEM partners); variant creation is very resource intensive
Cons: software is not pre-integrated with telephony stack and needs Google engineering resource;
Our prediction: 5 Android devices will launch within 2009.
19. 3 The software industry is consolidating
..while other smartphone OSes have been sidelined:
Linux is no longer the panacea it was considered to be in 2006
- Android’s flexibility and short time-to-market has pre-empted Linux’s openness
- ALP, Azingo are still in development, with phones expected in early 2010.
- LiMo has been a diversion for ALP, Azingo and Myriad (Purple Labs), diverting focus away from
product development, into operator customisations and business development.
- The discontinuation of Motorola’s L-J and the decline in the Japan smartphone market has meant
lower volumes from key Linux champions
- Linux is now meaningful only as an OS-supporting base
Windows Mobile has niched itself into a corner
- OEMs use Windows Mobile for enterprise phones or tactical wins (e.g. HTC X1)
- ODMs do not have the money or expertise to invest in consumer-oriented industrial designs
- The first consumer-oriented version of the OS, Windows Mobile 7, has been delayed to 2010
RIM’s Java platform and OSX growing strong but not licensable
20. 3 The software industry is consolidating
Mobile Linux landscape: from 10 vendors in 2007 to 5 in 2009
- Linux for mid-end: Myriad (ex Purple Labs)
now including Openwave client business and the Sagem software business
- Linux for smartphones: Azingo and Access Linux Platform
two acquisitions later, ALP is suffering from permanent beta status - since PalmOS 6 in 2004
- Linux for MIDs: Moblin (now with OpenedHand) and Ubuntu Mobile
Missing in action: MontaVista, A la Mobile, OpenMoko (no consumer devices).
- Plus system integrators: WindRiver (now with Mizi know-how), Teleca, Movial
But Linux market share is in decline
Linux only 5.1% of the smartphone market in 3Q08, compared to 6% in 2006 (data: Canalys)
21. 3
The software industry is consolidating
Four application environments set to dominate:
- WebKit: de facto standard for web content and service delivery
to hit 100m shipments by 2H09 due to its integration with S40, S60, OSX and Android.
Most OEMs are expected to adopt WebKit as compliant, customisable and low cost
- Flash Lite: now at 50% share of devices sold, but migrating to Flash 10 + OSP
Adobe suffered similar setbacks as Java; ubiquity, but fragmented runtime (to be addressed with Flash 10)
- Qt: Nokia’s foundation for deploying Ovi services and its branded core apps
on a single substrate across S40, S60, PC and other OEM handsets
- Java ME slowly moving towards MIDP3
Java will stay around due to 80% penetration across
sales base and established Java applications market.
But OEMs will push more advanced Java VMs.
source: Nokia
23. 4 Value Quadrants: mapping revenue model evolution
Services
value created
in the cloud
theWHEN
of value creation
pre-launch post-launch
value created during value created
design, development and in channel, at point of sale
production and during in-life use
the WHERE
of value creation
Device
value created
on the handset
24. 4 Value Quadrants: mapping revenue model evolution
Value Services Value
value created
Design and each quadrant services, apps and
in the cloud
development of delivers content delivery
software, hardware distinct Value
and services
pre-launch post-launch
value created during value created
design, development and in channel, at point of sale
production and during in-life use
Value Value
industrial design monitoring
hardware activation
embedded software Device configuration
software & hardware IP management
value created
on the handset
25. 4 Value Quadrants: mapping revenue model evolution
Value Services Value
value created application
Design and services, apps and
in the cloud developers
development of content delivery
software, hardware
network
and services
operators
service deliv. handset
platforms OEMs
..delivered by
distinct
development advertisers content
players tools vendors aggregators
pre-launch post-launch
value created during value created
design, development and handset ODMs and handset in channel, at point of sale
production OEMs EMSs OEMs and during in-life use
industrial embedded service
design houses s/w vendors analytics
hardware SIM card
Value vendors manufacturers Value
industrial design monitoring
hardware activation
embedded software Device configuration
software & hardware IP management
value created
on the handset
26. 4 Value Quadrants: mapping revenue model evolution
Value Revenue models Services Value Revenue models
value created application
Design and per developer seat services, apps and per active user,
in the cloud developers
development of per site content delivery per impression
software, hardware per CPU .. and using per click
network
and services distinct per transaction
operators
revenue models subscription
risk-sharing
service deliv. handset
platforms OEMs
development advertisers content
tools vendors aggregators
pre-launch post-launch
value created during value created
design, development and handset ODMs and handset in channel, at point of sale
production OEMs EMSs OEMs and during in-life use
industrial embedded service
design houses s/w vendors analytics
hardware SIM card
Value Revenue models vendors manufacturers Value Revenue models
industrial design per unit monitoring per active user
hardware per platform activation per unit
embedded software per device model configuration per activation
per year
Device
IPR management per app install
value created
on the handset
27. 4 Value Quadrants: mapping revenue model evolution
Revenue models Services Revenue models
value created application
per developer seat .. confirming per active user,
in the cloud developers
per site recent trends per impression
per CPU per click
network
per transaction
operators
subscription
risk-sharing
service deliv. handset
platforms OEMs
development advertisers content
tools vendors aggregators
pre-launch post-launch
value created during value created
design, development and handset ODMs and handset in channel, at point of sale
production OEMs EMSs OEMs and during in-life use
industrial embedded service
design houses s/w vendors analytics .. uncovering
new players
hardware SIM card
Revenue models vendors manufacturers Revenue models
per unit per active user
per platform per unit
per device model per activation
per year
Device .. and innovative
per app install
value created revenue models
on the handset
28. 4 Value Quadrants: mapping revenue model evolution
Revenue models Services Revenue models
value created
per developer seat per active user,
in the cloud
per site per impression
per CPU per click
per transaction
subscription
risk-sharing
pre-launch post-launch
value created during value created
design, development and in channel, at point of sale
production .. and revealing and during in-life use
software
the evolution of
monetisation
value creation
in mobile
Revenue models Revenue models
per unit per active user
per platform per unit
patents & IPR
per device model per activation
Device
per app install
value created
on the handset
30. 5 Open is the new closed
Open source is moving from early adoption to maturity across all handset
OEMs
Multiple major mobile open source efforts: Android, Symbian/S60, LiMo, Qt, WebKit, Java ME,
MIDP3, AOL OMP, Qt, GTK, Eclipse IDE,..
Key benefits:
- Shares cost and risk of developing software building blocks
- Speeds up innovation via third party contributions
Key risks:
- Lack of education and established best practices in mobile OSS
31. 5 Open is the new closed
understanding licenses vs governance models
license type
Proprietary
community license
dual license
(commercial + copyleft)
paid-for
Funambol Rhomobile OKL4 phoneME
strong copyleft
(GPL)
Linux kernel
hobbyists
weak copyleft
GTK+ (LGPL, MPL, EPL, ..)
platform Foundation Foundation WebKit Qt
GTK+
Participating developers
non-copyleft
(APL, others)
OMP Moto Android
MIDP3
permissive
(BSD, MIT, ..)
opinion leaders moderator based members only single company
governance model
32. 5 Open is the new closed
which licenses and governance models are commonly used?
license type
Proprietary
community license
dual license
(commercial + copyleft)
paid-for
Funambol Rhomobile OKL4 phoneME
strong copyleft
(GPL)
Linux kernel
hobbyists
similar license,
varied governance weak copyleft
GTK+ (LGPL, MPL, EPL, ..)
platform Foundation Foundation WebKit Qt
GTK+
Participating developers
non-copyleft
(APL, others)
OMP Moto Android
MIDP3
permissive
(BSD, MIT, ..)
opinion leaders moderator based members only single company
governance model
33. 5 Open is the new closed
While:
Licenses are standardised, converged and well understood
4 licenses used most often in mobile projects (LGPL, EPL, APL, BSD)
Governance models are proprietary, diverging and poorly understood
And while:
- Licenses are about source control
source code access, modification, contribution and distribution
- Governance is about product control
product modification, forking, roadmap, IPR, membership fees..
34. 5 Open is the new closed
How ‘open’ is an open source project?
Some questions to ask:
- Is the source code publically available or to members only?
- Are code check-ins publically accessible ?
- Are the minutes from meetings publically availably?
- Are there any fees or contractual commitments (NDAs, etc) required for members?
- Who has access to check-in code? (and what is the process/medium for check-ins)
- Who has the authority to release code and binaries (how is the release schedule determined)?
- Who is entitled to branch source code ?
- How is the roadmap formed ? What is the process and who has voting rights ?
- Are IP rights (patents, copyrights, etc) of contributions maintained or automatically transferred?
- Do contributors have to transfer patents contained in the contributions ?
- Are there any safe harbour provisions for contributors to the source code ?
35. 5 Open is the new closed
Governance models allow OSS use while maintaining control:
- LiMo Foundation: open by inheritance
Open because its members’ handsets are built on top of the Linux kernel
Zero community contributions in two years since foundation (hired community manager in 4Q08)
Only 40% of R1 code is OSS, rest is proprietary
- Symbian Foundation: open source capitalism
Open to compete with Android, marginalise Windows Mobile and make UIQ/MOAP irrelevant
Open so as to reduce barriers to innovation, while lowering costs and risk of software development
Nokia will have most influence over roadmap due to gravity of contributions: open source capitalism
- Android: as open as Google wants it to be
Members can access code, but Google controls commits and product management
Commercial agreements allow Google to bundle apps and services on Android handsets
37. 6 The Mobile Application Store Craze
The industry has been trying to open the mobile apps market for many years
2002: open route to technology (SDKs)
the plan: open OSes and Java will enable 3rd party applications and revenue
The reality: complex APIs, high porting costs, poor tools, poor discoverability, poor provisioning
The result; Symbian (10,000 apps), BREW (10,000 apps), Java ME (45,000 apps)
2008+: open route to market
the plan: help developers deploy and make money, help users discover
the reality: Apple’s app store the first to get the recipe right
the result: 35,000 apps within 10 months, circa $500M revenues/year for Apple app store
the impact: ALL major handset OEMs, OS vendors and operators want their own mobile app store.
38. 6 The history of Mobile Application Stores
Qualcomm intro’d mobile app stores (MAS), but Apple perfected the recipe.
BREW Mobile Shop Apple App Store Android Market RIM App Center Palm Software Store Ovi Store
2002 2008 2009+
2009+: mobile application stores everywhere!
OEMs: Samsung Innovator, MTK App Stores, Symbian, Microsoft MarketPlace, Adobe AppZone
Operators: Orange App Shop, Verizon Appzone, Sprint OnDemand, China Mobile, T-Mobile, ..
White label: Handango, Mobango, GetJar, Everypoint, Ideaworks 3D, Tanla, Motricity, Cellmania,
Handmark, Javaground, OnMobile, Comverse, Amdocs, Qualcomm Plaza, Bango App Seller
39. 6 Ovi Store update
- Applications: native (Symbian/S60) + Java + widgets + Flash Lite apps
- Content: *premium only* ringtones, wallpapers, videos, and themes
- Self publish process (needs taxpayer ID + copyright declaration). 50 EUR reg. fee
- Billing will be via credit card AND premium SMS (8 countries initially)
- Revenue share: developers will get 70% revenue share (varies with MNO billing).
- Availability: 200 million handsets by end 2009 (downloadable, not embedded)
- Migration: WidSets discontinued to become Ovi Store runtime on S40.
- Advertising: Spotlight will allow ad placements (time or CPM-based)
- Features: recommendations based on friend picks and location
(key to breaking promotion barriers of Apple’s top-25 lists and avoiding app price decline)
40. 6 The key success factors of the MAS recipe (1/2)
41. 6 The key success factors of the MAS recipe (2/2)
42. 6 The Mobile Application Store Phenomenon
The Apple App Store has also disintermediated the mobile apps value chain.
Developer Publisher Aggregator Operator End user
Before: (20%) (20%) (20%) (40%)
Developer Apple End user
After: (70%) (30%)
..and is stirring a rethink of the mobile games business:
“The traditional mobile-game business model is not bearing much fruit. Console-game publishers
Eidos, Vivendi and Sony and mobile content aggregator Player X have all closed their mobile-
game-publishing operations; Glu, the third-largest mobile game publisher in terms of revenue has
seen is share price collapse; and many companies have gone out of business, including publisher
Telcogames and Jamba-owned developer Ojom.” .. “Fishlabs reports that it makes more money
each day selling games at just €0.99 (US$1.30) each to iPhone users than it did in a month from
all operator portals put together, where it sold them for the much higher price of €5 a game”.
Source: Informa Mobile Media magazine, February 2009.
43. 6 The Mobile Application Store Phenomenon
Outlook:
- Successful MAS solutions will require all five key success factors
- Supply of MAS ingredients is in abundance
Marketplace and content catalogues (e.g. Cellmania, Handango, GetJar), billing (e.g. Tanla, Bango, Qpass),
distribution and retailing (e.g. July Systems, Motricity, Jamba, Handmark), on-device storefronts (e.g.
mPortal, SurfKitchen, Everypoint), provisioning (e.g. InnoPath, Red Bend, mFormation).
- OEM-led mobile app stores will be most successful
OEMs control provisioning, on-device discovery and have access to global distribution. Mobile app stores
will be a key post-sales revenue source for OEMs.
- Operators will struggle to build and will buy or white label
Operators/carriers lack of control over MAS key success factors and have limited s/w know-how.
They will end up buying in or licensing MAS solutions
Our prediction is that the Joint Innovation Lab will be short-lived.
45. 7 Network as a Service
Mobile networks have traditionally been closed and slow to innovate
- internal-only product innovation has been extremely slow
- limited to mass-market, reach-all-handset services
- limited to a handful of 2nd parties, on a need-to basis only
- very complex APIs (IMS, Parlay, proprietary SDPs)
But operators/carriers are finally realising that there are major revenues
to be made by becoming a ‘service platform’ or a WebCo
Network as a Service = reselling API access to 3rd party services
Plus allows operators/carriers to empower a long-tail of applications that better cater to the long tail
of consumer preferences more choice = more users, less churn.
46. 7 Network as a Service
Networks have a breadth of services and consumer intelligence to expose
e.g. click-to-call, billing access, send SMS/MMS/email, get location, IVR services, get device capabilities,
access to voicemail, user authentication, access to user profile/calendar/contacts/favourites/photos.
Early NaaS providers:
- Orange Partner: 28 APIs, 4,000 active users most APIs are alpha and only in France
- Vodafone Betavine: 5 APIs, 13,000+ users, 200+ applications rev share on apps
- BT Web21C SDK: 6 APIs, 9,000+ developers provided by Ribbit (now BT)
- O2 Litmus: 3 APIs initial APIs are free, plan to charge for SMS/MMS APIs
- More joining Telenor Playground, Sprint Mobility Framework, Deutsche Telecom Develop Portal
Standardisation efforts
- GSMA One API, Telefonica WIMS 2.0, Open Movilforum
47. 7 Network as a Service
NaaS services are late to market and slow to mature:
- 3 years behind web companies (e.g. Amazon affiliates, Google AdSense)
- 5 years behind alternatives (e.g. aggregators for SMS, billing, location)
- High charges for API access (e.g. Orange €500 activation charge for Contact Everyone API).
- Lack of intra-country and inter-country reach (APIs limited to subscribers reached by
the operator within each country. There is also a lack of consistency across regional implementations).
- Lack of carrier-grade reliability (e.g. complaints of downtime on BT’s SMS API)
- No direct route to market for developers (developer programs are often run by R&D
teams or otherwise lack direct access to commercial deployment or bundling deals)
- Limited operator experience in working with developers unlike web companies
48. 7 Network as a Service
Outlook:
Next-gen SDPs and NEPs will run NaaS services on behalf of operators.
Companies to watch:
Aepona ($45M funding, major telco customers in US, Europe and blueprint for GSMA OneAPI)
Ribbit (NaaS pioneer, Web 2.0/Internet background, acquired by BT)
see also:
www.slideshare.net/aubs/open-apis-a-telcos-perspective,
www.gsmworld.com/accessentry
49. 8 Service analytics: the most underhyped opportunity
50. 8 Mobile service analytics
Mobile is the most data rich industry; yet we are still in the dark ages
- Difficult to assess devices, services and the user experience
due to a scarcity of widely deployed measurement tools and the complexity of extracting intelligence
- Yet the mobile has infinitely more information about us than the web
more information (voice, text, location, presence, mood, movement,..), more implicit (easier to extract),
more often available, more closely tracking our behaviour more valuable!
- and the analytics applications are phenomenal
customer profiling and targeting, customer segmentation and value analysis, campaign management, ad
inventory management, user experience analysis, network planning, handset & service performance
analysis, revenue assurance, ..
- Did you say privacy? it will be traded off for new capabilities
especially for social networking - see Facebook
51. 8 Mobile service analytics
Mobile service analytics is an under-the-radar market. Early suppliers:
The value is across
- gathering & storing metrics through device or network probes
- aggregating across domains e.g. user segments, location, handset, services, etc
- extracting intelligence information depending on the application
..and will enable many new revenue sources and revenue models
52. Thank you !
Further reading:
Industry Atlas
A visual who’s who of the mobile industry
www.visionmobile.com/maps
Mobile Open Source: Training Course
covering economics, licensing, governance models, communities,
operating systems, standards, case studies and strategies.
www.visionmobile.com/workshops