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1、IBM Institute for Business Value|Research InsightsTelecoms blind spotHidden opportunities to drive revenue growthIn association with 2IBM helps communications service providers unlock new revenue potential through business and delivery transformation by optimizing network operations,enabling differe

2、ntiated enterprise experiences at the edge and beyond,and fortifying cybersecurity.For more information,visit: IBM can help1Peter JarichHead of GSMA IntelligenceForewordWhen the 5G era began,more than 80%of telecom industry executives reported to the GSMA that they expected 5G to be monetized throug

3、h B2Bcustomer segments.Yet expectations have fallen short and progressthough very real and measurablehas been slow.Research discussed in this report finds CSPs may be falling into a dangerous pattern with B2B as well as other opportunities for growthmissing possibilities for new products and service

4、s where a customer-centric strategy and view of customer requirements is lacking.This places CSPs in a precarious position in a competitive arena where they often arent necessarily viewed as the supplier of choice by enterprise customers seeking cutting-edge solutions,or where they ignore potential

5、new consumer applications that could grow their bottom line.Meanwhile,other vendor types are poised to capture these opportunities with deep technological expertise,industry knowledge,and consumer insights.Now more than ever,CSPs need to embrace an open innovation approach where these potential comp

6、etitors become critical partners in designing and implementing the next generation of solutions.This will,of course,require a significant shift in mindset;our study shows that CSPs dont universally view partners as key to innovation.Recent GSMA Intelligence research backs this finding.When asked whe

7、re investments are needed to support increased use of generative AI,for example,respondents ranked partnerships last.CSPs are at a pivotal point.With revenue growth and customer experience as the top measures of success for transformation strategies,according to GSMA Intelligence,CSPs should heed th

8、e examples of the leaders identified and described in this report.Otherwise,they risk losing out on future revenue streams and leaving customers unsatisfied.We have every confidence that CSPs can make the changes necessary to transform to organizations focused on delivering the products and services

9、 that meet their enterprise and consumer customers needs.2A leader group,the In-touch Telecoms,are two times more likely to offer edge,payment,and industry solutions.In aligning with these enterprise customer priorities,In-touch Telecoms model a customer-centric approach to solution development.Thre

10、e out of four consumers say they trust their CSP moderately or completely.This trust,combined with higher levels of loyalty and satisfaction,opens consumers to services from CSPs beyond mobile and broadband.Two out of three CSP business partners have expertise in an area integral to creating new rev

11、enue streams.Partners are poised to lead CSPs into new territories and can also leverage their access to potential customers.CSPs are often undervaluing the services of most interest to customers.Key takeaways3Missed opportunities?With legacy revenue streams under stress,the quest for CSPs to find g

12、rowth is an ever-increasing priority.Given the telecommunications sectors fierce competition,the latest findings from the IBM Institute for Business Value(IBM IBV)are indeed surprising.Our study shows CSPs are missing key opportunities,leaving money on the table and putting hopes of expanding revenu

13、es and services beyond connectivity at risk.To unearth potential new revenue opportunities for the industry,IBM IBV surveyed 600 CSP executives,enterprise customers,and business partners across the globe,and more than 13,000 consumers from 14 countries(see“Study approach and methodology”on page 26).

14、We then collaborated with GSMA Intelligence to analyze the outcomes.This extensive data set was supplemented by one-on-one interviews with hand-selected industry leaders to both substantiate the results and garner deeper insights into the dynamics at play.We discovered a sequence of disconnectsand o

15、pportunities.In both the enterprise and consumer markets,CSPs are often undervaluingor completely missingthe services of most interest to customers.These costly misses are rooted in cultures that have inhibited certain kinds of innovation,as well as a do-it-alone operational approach that keeps CSPs

16、 from experiencing the value of partnerships.4We also discovered a subgroup of CSP leaders that are defying traditions.We call them the“In-touch Telecoms.”They are distinguished by several charac-teristics,including:a higher percentage of revenues from very large enterprise customers,better alignmen

17、t of products and services with customer needs,a stronger ecosystem for solution co-creation,and a more tech-savvy workforce(see Figure 1).These leaders provide lessons for the rest of respon-dentsa group we call Spectatorsas well as the entire industry,as they demonstrate how business value can be

18、unlocked with:A more customer-centric focus A culture of innovation Stronger business partner relationships.Source:2023 IBM IBV survey of CSPs.Q.Percent of organizations enterprise revenues from your very large customers($100 million revenue customers)in 2021/2022.Q.Types of enterprise services/prod

19、ucts/solutions/platforms are either currently offered or planned to be launched by your org in the next 12 months.Q.Moderately or strongly agree with the statement:get partner inputs to short-list enterprise solutions.Q.Moderately or strongly agree with the statement:skills that must be part of your

20、 org and that your employees have today-specific industry knowledge.FIGURE 1 In-touch Telecoms distinguish themselves from their peers in several ways.This report dives into topics critical for future CSP success.First,we explore the enterprise market and how In-touch Telecoms are connecting better

21、with customers to meet their needs.Then we discuss the consumer market and potential new services that can revitalize stalled growth and differentiate CSPs.Next,we dig into two key areas critical to CSPs revenue prospects:innovation and partnerships.Finally,we present an action guide that recommends

22、 ways organizations can recharge their mission to grow.12%more seek partner input to short-list solution ideas30%more say employees have specific industry knowledge16%more revenue realized from very large enterprise customers2xmore likely to offer key solutions sought by enterprises,namely edge,paym

23、ent,and industry-specificIn-touch Telecomscompared to their peers5Galvanizing growth in the enterprise marketThe telecom industry turned to enterprise customers over the past 10 years to boost stagnating growth rates.That has proven fruitful for our surveyed providers who estimate enterprise custome

24、rs now make up 47%of their revenue share.But use cases that leverage the enhanced connectivity of 5G and the vast expansion of IoT devices and sensors are not yet delivering on their promises,and the industry CAGR is hovering around 2%-2.5%.1 Have CSPs exhausted their enterprise options?Not necessar

25、ily.Observations from our data indicate CSPs are failing to see additional possibilities.For example,while both CSPs and enterprise customers continue to point to IoT platforms as an important capability for the industry,they have widely different assessments of what matters most after that(see Figu

26、re 2).Nearly two-thirds of enterprise customers say they are looking for payment(63%)or industry-specific(62%)solutions from their communications providers.But less than a third of CSPs are prioritizing those services.Nearly two-thirds of enterprise customers say they are looking for payment or indu

27、stry-specific solutions from CSPs.6FIGURE 2 Few CSPs are offering some of the solutions of most interest to enterprise customers.Sources:2023 IBM IBV survey of CSPs.Q.Types of enterprise services/products/solutions/platforms are either currently offered or planned to be launched by your organization

28、 in the next 12 months.2023 IBM IBV survey of CSP enterprise clients.Q.Services,platforms,or solutions that organization is likely to buy from connectivity provider now.Why are some CSPs missing the mark?They appear to have a blind spotsimilar to what an automobile driver may experience when theres

29、a hidden area they cant see.Our data suggests this blind spot for CSPs is an in-depth understanding of their customers industries and businesseswhich happens to be a critical requirement of enterprise customers.As one manufacturing executive expressed at the 2023 GSMA M360 UK event,“We need telecom

30、providers to understand our industry and the problems we face.”While CSPs have been confident in their under-standing of the consumer market,too many seem to mistakenly assume that they also know their enterprise customers problemsor they simply dont consider this lack of understanding to be a conce

31、rn.In contrast,our results show that CSP business partners see this same gap between CSPs and their customers quite clearly and recognize it as an inhibitor to revenue growth(see Perspective,“Partners perceive a disconnect”on page 8).Network slices 67%IoT platforms 63%Security 56%Private 5G 49%Data

32、analytics 46%Digital marketplaces 34%Entertainment platforms 34%Edge computing 32%Payment solutions 30%Industry-specific solutions 22%77%IoT platforms63%Payment solutions62%Industry-specific solutions61%Cloud or data centers50%Managed IT and/or security services47%Edge computing44%Strategy developme

33、nt37%Digital marketplaces31%End-to-end digital transformationCSPs plan to offerCustomers likely to buy7Without this critical awareness of customers unique challenges,how can CSPs expect to solve them?And if customer needs arent being met,what exposure to outside competition does that create?When we

34、asked enterprise customers what providers other than CSPs they would consider purchasing solutions from,they indicated they are more than willing to look at alternative vendor types(see Figure 3).To preserve potential business opportunities,CSPs must stay in touch with enterprise customers and their

35、 needs.FIGURE 3 Enterprises will look to other vendor types for new services,including for those considered optimal for CSPs such as IoT and edge.Source:IBM IBV 2023 survey of CSP enterprise clients.Q.In addition to your connectivity providers,would you buy this service from this type of vendor.Resu

36、lts reflect top three answers per vendor type except for network equipment providers,which had a tie for the third most selected answer.Cloud/technology vendors Cloud or data centers IoT platforms Edge computingSystems integrators IoT platforms Edge computing Cloud or data centersConsulting provider

37、s Strategy development Industry-specific solutions Payment solutionsDevice providers Enterprise connectivity solutions Managed IT and/or security services Payment solutionsNetwork equipment providers Enterprise connectivity solutions Payment solutions Managed IT and/or security services Emerging tec

38、hnology insights8PerspectivePartners perceive a disconnectCSP business partnersthose surveyed organizations responding that they have telecom customerspinpoint the same disconnect between CSPs and their customers as our survey results revealed,plus other barriers slowing pursuit of new business mode

39、ls:More than half(51%)of partners cite CSPs lack of understanding of customers business problems as a challenge to working with them.More than two in three(69%)observe that CSPs prefer to stay with what they know.Almost half(44%)agree that CSPs are slow to make decisions (with another 40%hesitating

40、to agree or disagree,giving a neutral answer).89Lessons from leaders Our In-touch Telecom subgroup is eliminating the blind spot and rectifying the disconnects that plague their peers.These leaders appear to be listening intently to customer needs and better aligning their services.From edge to paym

41、ents to industry-specific solutions,they are twice as likely to offer key options in these areas than our Spectator subgroup.In fact,to make sure they are developing what enterprise customers are interested in,nearly two-thirds(64%)of In-touch Telecoms say they turn to customers for new product and

42、service ideas.Nirupmay Kumar,Executive Vice President of Technology at Vi in India,offered an example of how they build on established relationships with customers.“On a regular basis,our teams talk with them to understand their problems from a business point of view,not from the perspective of what

43、 we can offer or sell to them,”he said.Vi also defines campaigns to help customers understand their capabilities with specific technol-ogies.For example,one event offered a digital maturity calculator.“This helped the enterprise understand where they are and what kind of enablement they might need,a

44、nd at the same time,created business opportunities for us,”Kumar explained.“On a regular basis,our teams talk with them customers to understand their problems from a business point of view,not from the perspective of what we can offer or sell to them.”Nirupmay Kumar,Executive Vice President of Techn

45、ology at Vi in IndiaKumar also pointed out a key difference between how Vi works with large enterprises and small to medium businesses.“We understand that at the very large enterprise level where they have a complete IT setup,they are clear on what they want,”he said.“But for medium and small enterp

46、rises,that may not be the case,and it is helpful for both of us to share whats happening in the marketplace,what types of technol-ogies are available,and how to evaluate this information to see what fits their requirements.”Shifting the mindset from“what can I provide”to“what do you need”opens the d

47、oor to expansion.Vodafones Chief Data Officer and Head of Digital and Transformation,Miryem Salah,explained:“Our strategy in everything that we do and everything that we deliver is to evaluate the impact on the customer and make sure the benefits are very clear.With our customer-first approach,we ar

48、e always thinking:if I invest in this,is it going to have a positive impact on our customers?Is it going to be a product that solves problems for our customers?”10Modeling customer centricityLeading CSPs deploy a range of customer-centric approaches.Some are embracing platforms as a way to offer spe

49、cialized solutions.For example,a large Asian communications provider has invested in developing a cutting-edge big data platform designed to deliver a variety of industry-focused data products and solutions.2 Others are focusing on a specific industry.China Unicom Glo(CUG)saw potential in warehousin

50、g,so they developed an expertise in data center construction,fixed wireless coverage,security systems,smart site monitoring,and robot services.Combining this specialization with its global network resources and ICT services,CUG worked with a logistics company to develop an integrated communications

51、platform for a 20,000-square-foot warehouse,featuring wired and wireless infra-structure,a video surveillance system,forklift charging stations,and diesel generators.3 In addition to industry-specific solutions,enterprise customers are keenly interested in payment solutions and IoT innovations.As tr

52、usted connectivity providers for the vast volumes of IoT devices,CSPs are well positioned to lead a transition to revolu-tionary payment platformsan evolution from the Internet of Things to an Economy of Things where devices do business with each other.4 Vodafone has seized this opportunity with the

53、 development of its Digital Asset Broker(DAB)platform,which enables trusted transactions and communication between IoT connected devices.5“We are always thinking:if I invest in this,is it going to have a positive impact on our customers?Is it going to be a product that solves problems for our custom

54、ers?”Miryem Salah,Vodafone Chief Data Officer and Head of Digital and TransformationEnterprise customers also want their CSPs to solve multicountry support challenges,with more than half(55%)ranking it as a top priority for their provider.Regulations plus technical and cost challenges make this more

55、 difficult,but those CSPs that work closely with regulatory bodies as well as other operators can develop cross-border solutions more cost effectively.For example,Verizon has deployed eSIM technology for cross-border IoT connectivity,enabling IoT devices to be remotely provisioned and connected as i

56、f they are a local subscriber.6 The GSMA Open Gateway framework of common network APIs also holds promise with a goal of providing universal access to operator networks for developers.711Rejuvenating the consumer marketWhile the consumer market is much more fragmented than the enterprise marketit ta

57、kes fewer business customers to generate more revenueconsumers still constitute the bulk of CSP customers.And when enticed by the right add-on services,the financial leverage and impact can be considerable.Contrary to popular belief that CSP consumers are fickleone estimate places the industry churn

58、 rate around 30%our survey reveals they are predominantly loyal,satisfied,and trusting(see Figure 4).8FIGURE 4 Consumers are mostly loyal,satisfied,and trusting of their CSPs,making them open to considering additional services.Source:2023 IBM IBV survey of CSP consumers.Q.How many years have you had

59、 service from these providers?Q.Thinking of last 12 months,how satisfied are you overall with your communications provider.Q.Rate your overall trust in your provider.Note:Some“loyalty”can be credited to required times of contracts to receive special pricing.2 years time with mobile providerDissatisf

60、iedModerately satisfiedSatisfied/delighted with provider7%19%74%DistrustNeitherModerate/complete trust of providerPercentages do not add up to 100 due to roundingLoyaltySatisfactionTrust12These sentiments make the consumer market ripe for pursuit of new revenue streams.In our survey,consumers indica

61、te they are open to a variety of additional services from their provider(see Figure 5).In particular,services that help simplify the busy connected lives of established spenderssuch as smart home productsor those that lend a hand to aging spenders and their caregiverssuch as computer supportpresent

62、interesting opportunities.The up-and-coming group of spendersthose aged 18-25 who are on the cusp of having more disposable incomeare even more enthusiastic,expressing interest in virtually every type of product or service listed.FIGURE 5 Consumersespecially the older Gen Z groupare interested in ne

63、w services that can simplify their busy,connected lives.Source:2023 IBM IBV survey of CSP consumers.Q.Products and/or services purchased or would buy if available from communications provider.18-25 year oldsAll consumersCloud storageTabletElectronics(TVs,digital assistants)64%69%64%68%64%72%Smart ho

64、me securityComputer supportSmart home devices63%68%60%68%59%65%ComputersSmartwatchesInternet-enabled devices59%69%58%67%55%64%64%72%13Tapping into the smart home marketSmart home products and services have developed into a more promising business than when CSPs previously tried to offer them.Valued

65、at$79 billion in 2021,reaching$314 billion by 2027 for a CAGR of 25.3%,the smart home market is growing as consumers rely even more on devices and digital assistants for convenience and safety.9 CSPs have the infrastructure,expertise,and reach in place to enter this market,and consumers indicate the

66、y are interested.Most say they would consider buying or have already bought smart home devicessuch as thermostats,smart bulbs,smart plugsas well as security systemssuch as alarms,locks,doorbells,videosfrom their communications providers.They are also interested in digital assistants,which can connec

67、t these devices and systems into an integrated experience.CSPs can go after the opportunities in several ways,outside of the obvious high-speed connections they already provide.For example,CSPson their own or with business partnerscan build platforms that provide a central hub for controlling smart

68、home devices,enabling consumers to manage many elements by voice or through a mobile application.CSPs could develop their own home devices or partner with third parties to offer a broader selection.For example,Australias Telstra sells an accessory line that includes smart home devices;their rewards

69、program allows customers to accumulate points to offset the costs.10 Deutsche Telekom also has a line of smart home products.11CSPs could move into support services,as illustrated by Etisalat,a large telecom in the Gulf Cooperation Council(GCC).They offer smart monitoring,smart door,smart appliance,

70、and smart energy services.12 The smart home market offers an added advantage:data.The devices and services generate volumes of data that CSPs can turn into insights for their own products and services,to target advertising,or even to feed into enterprise solutions with appropriate consent from consu

71、mers.Consumers themselves are inundated with data,making secure storage services a top prospect for an add-on service.Bangoa leading telecom integration companyand Dropbox recently agreed to a partnership that enables the cloud storage provider to offer its subscription packages through a global net

72、work of telecom operators.13 14Venturing into other verticalsGSMA Intelligence research shows that as CSPs began offering solutions beyond traditional core services,they started to see financial success.The average contribution to total revenue of these new solutions increased to 24%in 2021,up from

73、18%in 2017.14 CSPs are building on that progress,leveraging their name and reputation to explore options in other industries.For example,in the entertainment business,CSPs can gain brand recognition and loyalty by sponsoring venues and offering programs that give consumers early access to tickets an

74、d experiences a tactic adopted by UK Telefnica(now VMO2).15 Others are pursuing healthcare solutions.Brazilian telecom Oi recently announced plans to offer telemedicine services to Oi Fibra customers.16 Certain CSPs are jumping into the embedded finance market,where financial services are embedded w

75、ithin nonfinancial platforms.Airtel has designed a suite of finance offerings for its customers,including personal loans and credit card services.17 South African telecom MTN Group launched its Mobile Money(MoMo)applications to simplify payments for consumers and businesses.18 Turkcell,a leading pro

76、vider in Turkey,recognized an underserved population with limited access to traditional banking channels in their country,so they launched mobile payment and banking products to extend the reach of financial services to that population.19Converting consumer care into valueConsumers also value an omn

77、ichannel customer service experience,cited by 76%of respondents.Hitesh TK,CIO of Vi,explained that his company has taken this to the next level by building a back-end platform that supports all digital channels seamlessly while also enabling end-to-end fulfillment.“We saw significant improvement in

78、our NPS scores after moving to this system,not just because of the omnichannel experience but because of the end-to-end fulfillment aspect,”he said.Similarly,CSPs can enrich customer engagements by combining robust,AI-powered self-service with human agents equipped with in-depth resources and person

79、alized recommendations.Such an enhancement could help turn contact centers into revenue generators.20 76%of consumers say they value an omnichannel customer service experience.15Committing to a culture of innovationFor CSPs to solve enterprise customers unique challenges as well as meet new consumer

80、 demands,they must move outside of their comfort zoneboth in processes and products.Vodafones Salah noted the importance of a fresh approach to transformation.“In the past,transformation was IT oriented,integration oriented.Now were seeing the power of looking at how we can do something differently,

81、thinking outside the box,”she said.“We have the mindset to make sure were looking ahead and investing in strategic solutions.”Designing innovative solutions also requires time and resource investments.As revenue growth has plateaued,CSPs have struggled to find the funding for extensive development.O

82、ur respondents reported an average of 2.7%of their 2022 revenue was directed to R&D.This stands in stark contrast to the technology industry,which spends around 11%.21 As“telcos”strive to become“techcos,”limited investment in innovation is short-sighted.In-touch Telecoms are more aggressive,fueled b

83、y a bolder mindset.These companies dont consider innovation dauntingit falls near the bottom of a list of business barriers.In fact,for these leaders,innovation comes in many forms.“In the past,transformation was IT oriented,integration oriented.Now were seeing the power of looking at how we can do

84、something differently,thinking outside the box.”Miryem Salah,Vodafone Chief Data Officer and Head of Digital and Transformation16First,In-touch Telecoms are spending about 15%more on R&D than Spectators.Nearly 70%also have a corporate venture capital arm used to identify and fund the startups that c

85、an strengthen their solution-building ecosystem(see Perspective,“Inspiring innovation by funding startups”on page 17).Second,In-touch Telecoms have established an organizational structure to support breakthrough developments.Nearly two times more leaders than Spectators report having an internal R&D

86、 division that produces patent-worthy technology.More than three-quarters(78%)of In-touch Telecoms say they have a specialist team to create new enterprise solutions,and they tend to outsource solution-building less than their peers.In contrast,many CSPs have relegated themselves to the sidelines wi

87、th a far more cautious approach to innovation.Content to stay in their comfort zone,they are missing opportunities for several reasons.It could simply be a matter of the size of their organizations.But in other cases,their business and IT leaders are not aligned toward shared outcomes because of sil

88、oed organizational structures.Legacy development and testing cycles lack flexibility and speed,thus delaying time to market and,conse-quently,time to value for solutions.And they are more likely to outsource R&D.Two times more In-touch Telecoms than Spectators have an internal R&D division that prod

89、uces patent-worthy technology.Winning with a skilled workforceInnovation requires a continuous reskilling of talent to keep pace with the latest technologies.In-touch Telecoms are confident in their people,ranking that issue low among business challenges.More leaders than Spectators say their employ

90、ees possess indus-try-specific knowledgea trait that bolsters their ability to develop tailored solutions.Additionally,more In-touch Telecoms than Spectators say their employees are skilled in critical areas such as the latest network technologies,DevSecOps(the integration of security throughout dev

91、elopment and operations),AI,5G,6G,quantum computing,and IoT.And as noted by Vodafones Salah,“Digital leadership skills are a priority.We value people who are thinking digital first before anything.”17PerspectiveInspiring innovation by funding startupsOne approach to innovation for leading CSPs has b

92、een investing in startups.Tapping into the resources of these fast-paced,digitally savvy organizations can help accelerate new initiatives.For example:Mobily,a leading telecom in Saudi Arabia and one of the early adopters of this approach,launched a venture capital fund in 2014 to invest in promisin

93、g tech partners throughout the region.22 BT Group,a British telecom,announced its support of drone firm Altitude Angel,which aims to create a 165-mile drone superhighway across southern England to revolutionize the transport of goods.23 BT Group has also brought in startups to build proofs of concep

94、t for digital solutions as part of its Green Tech Innovation Platform,designed to help manufacturers cut carbon emissions.24Alliances and organizations are also forming to foster greater collaboration among CSPs and technology companies,such as:The Alaian alliance,which brings together Bouygues Tele

95、com,Cellnex,KPN,MTN,NOS,STC,Telefnica,and Wind Tre with mobile technology leader Qualcomm to identify startups focused on augmented,virtual,and mixed reality.25 TM Forums Next20 startup program,designed to bring together CSPs and startups to solve pressing telecom industry problems.26 171819Extendin

96、g capabilities with partnershipsTo remain customer-centric and deliver on innovation for both enterprise and consumer customers,CSPs must embrace the value of partnerships,as the CIO of a US connectivity provider noted:“Our strategy in general has been to leverage partnerships,leaning into partners

97、with strong capabilities.”In-touch Telecoms live by this philosophy.Compared with their Spectator peers,these leaders leverage partners more when crafting new solutions(see Figure 6).FIGURE 6 In-touch Telecoms work with an ecosystem of partners more so than their peers.Source:2023 IBM IBV survey of

98、CSPs.Q.Types of ecosystem partners that are important to developing new enterprise solutions from ideation to market launch today.Network equipment providers Technology vendors Device providers Strategy/consulting partners Systemsintegrators Cloudproviders Niche solutionproviders 88%80%86%78%78%52%5

99、6%74%70%55%61%71%48%57%In-touch TelecomsSpectators20Teaming with other companies can also help CSPs address another leading concern:time to market.60%of In-touch Telecoms identify the length of time to commercialize solutions as a leading barrier to new revenue.Their struggle is evident in the numbe

100、rs.They report the average time from concept to market for new products or services is a long 15 months.Out of all the CSPs surveyed,some say it takes almost three years,at which point the solution may not even be relevant.By offering access to skills and technology that CSPs lack,the right business

101、 partners can help accelerate innovation.For example,teaming with cloud providers gives CSPs access to ready-made,scalable infra-structure where they can build and test new services more quickly and cost effectively.“Cloud has enabled innovation by allowing creation of proofs of concept quickly,supp

102、orting faster evaluations and capability development,”said the US connectivity provider CIO.Nearly three in four(71%)In-touch Telecoms agree with the importance of teaming with cloud vendors.In-touch Telecoms also consider technology vendors(86%)SaaS,business support systems/operations support syste

103、ms,and other technology providers and systems integrators(70%)as key partners.These companies provide expertise across a range of areas,such as networking and security,and in emerging technologies such as traditional and generative AI.They also bring knowledge of regulations,connections to new marke

104、ts,and deep experience in building end-to-end solutions.Vis Kumar agrees with complementing capabilities with partners,saying that for their solutions,they rely on partners for much of the technology outside of their core connectivity competencies.“The combination of IT services and core telecom cap

105、abilities plays a very vital role,such as with Industry 4.0 scenarios where IT/OT comes together and enables data-driven insights for business enablement.”To reinforce their focus on meeting enterprise customers specific needs,more than half(57%)of In-touch Telecoms are also turning to niche solutio

106、n providers.These offer in-depth expertise to help create a more tailored solution.Niche providers can also be more agile and cost-effective because of their smaller size.Partners play different rolesInvolving the right partners helps drive up the chance for solution success,but about half of both I

107、n-touch Telecoms and Spectators indicate that establishing the ecosystem for their initiatives is difficult.Perhaps this is because CSPs havent historically needed partners.Instead,many have viewed their ecosystem as suppliers with a potentially adversarial relationship focused on price negotiation.

108、Transitioning to a teamwork strategy can be tougher because it requires consensus on goals and priorities as well as trust with new team members.After all,many of the potential partners can also be seen as competitors in these developing areas.In-touch Telecoms and Spectators are taking a variety of

109、 approaches to partnerships.Roughly two in three from both groups are testing the water,using partners for demos,but then designing,building,testing,and operating the solution themselves.About four in five from each group also say they are jointly going to market with partners.But In-touch Telecoms

110、appear to value the expertise of partners more,involving them earlier in the development process.More In-touch Telecoms than Spectators are experimenting with a few partners to find ways to accelerate creation of enterprise solutions.That includes seeking partner input as they narrow down their list

111、 of options,build business cases,and create pilots.60%of In-touch Telecoms identify the length of time to commercialize solutions as a leading barrier to new revenue.21Platform business models and marketplaces are proving to be particularly disruptive and valuable by uniting an ecosystem of partners

112、.CSPs act as an intermediary,providing the infrastructure,technology,and services that enable different brands to make their services available to both businesses and consumers.For example,Indias Vi has expanded its mobile application to what Hitesh calls an“all-in-one”application where consumers ca

113、n tap into multiple third-party services,such as subscriptions for movies and games.As the company works with more partners to build a marketplace of services,Hitesh noted the advantage the telecom can bring:“As a telecom,since were already in the service industry,we know what types of services and

114、support we need to provide when new products are offered,and its very easy for us to stitch that into the back-end systems.”Similarly,another global CSP uses a marketplace of partners to help its customers build the networking solution that best meets their budget and needs.The marketplace integrate

115、s the companys extensive network infrastructure,cybersecurity expertise,and portfolio of ecosystem software so that customers can tailor solutions using self-service options and add-ons,including end-to-end deployment,imple-mentation,and support services.27 CSP partners are willing and ableFrom the

116、CSP business partner perspective,those we surveyed are poised to take CSPs into new territories.As would be expected,nearly three-quarters of respondents say they have access to enterprise customers that CSPs would like to reach,and two-thirds note they have expertise in an area that could prove int

117、egral to additional revenue streams.Partners say they are taking the initiative to educate CSPs on opportunities they can support,and they indicate they have the right access to influence decision-makers within the CSPs organizations.Those CSPs that leverage the expertise and clout these receptive p

118、artners offer will be better positioned to grow in both the enterprise and consumer markets.73%of CSP business partners say they have access to enterprise customers that CSPs would like to reach.22 Action guideDisruption demands drastic change.If you want radically different growth,you cant continue

119、 relying on traditional technologies and capabilities.Its time for a fresh start.CSP executives must tune into their customers needs and reimagine whats possiblecombining their companies strengths with the right partners and the right technologies.Get out of your comfort zoneFor CEOs and Chief Data

120、Officers:Become more customer centric.Use surveys or in-person conversations to understand customer pain points.Identify an area where you could help and use approaches such as Enterprise Design Thinking to co-create new solutions with your clients.For leaders of business strategy,CEOs,and CHROs:Dev

121、elop an industry focus and expertise.Explore industry-specific solutions,such as connectivity needs of connected cars,healthcare data transmission through smart devices,or 5G uses in utilities and manufacturing.Start small,exploring potential initiatives in one industry based on your capabilities or

122、 existing partners.Develop industry-specific expertise both in-housethrough hiring or reskilling employeesand by partnering with systems integrators,niche solution providers,or consulting firms.For leaders of business divisions,CIOs,and CTOs:Seize synergy with partners.Pursue more complex solutions

123、leveraging the expertise of systems integrators and cloud providers.Define specific technology needed to support your initiatives and identify technology providers to supplement your capabilities.For CTOs and network operations leaders:Explore multicountry support solutions.Work with industry associ

124、ations to determine how to provide seamless multicountry support.Learn from the infrastructure put in place for roaming charges.Engage in open standards initiatives such as the GSMA Open Gateway,which facilitates access to common network APIs for developers.How to pursue growth with enterprise custo

125、mers23Action guideBuild on existing loyalty,satisfaction,and trustFor Chief Digital Officers and CIOs:Create a consistent,seamless omnichannel customer service experience.Evaluate your current use of traditional and generative AI and virtual agent technology.Build more robust,AI-driven,self-service

126、capabilities for consumers.Empower employees to provide better high-touch interactions with customers using AI-generated,in-depth information and personalized recommendations.For business strategy leaders:Anticipate the needs of various age groups as their spending power evolves and their needs chan

127、ge.Identify bundled service opportunities that allow consumers to streamline management of connectivity,including smart home and other IoT devices.New spenders:Test unconventional servicessuch as those focused on entertainmentwith the more open-minded younger customers.Established spenders:Explore o

128、ffering smart home or managed security services to simplify the lives of busy customers.Aging spenders and their caregivers:Consider services that would remove some responsibilities from caregivers,such as IT support.How to pursue growth with consumer customers24Stephen RoseGeneral Manager,Global TM

129、E and DistributionIBM Kumar Senior Partner and Vice President,IBM ConsultingGlobal Industry Leader for Telecom and MediaIBM Industry Academy M a General Manager at IBM,Stephen is driving multibillion-dollar P&L delivering technology,products,and solutions to CSPs and enterprise clients.He has spent

130、the last 20 years working in technology,media,and telecommunications(TMT)strategy consulting.He guides fixed and wireless telecom operators,industrial,webscale,private equity,and government sector clients at the intersection of business change,digitalization,and technology.He is active across academ

131、ic and industry forums that are instrumental in shaping the future of TMT sector growth.He has a masters degree in strategy and organizational leadership from the University of Oxford.Priya Kurien Global Telecommunications LeaderIBM Institute for Business V leads the telecom research area for the IB

132、M Institute for Business Value.She is a telecommunications engineer by training and has worked with over a dozen CSPs across four continents.She brings her deep and broad understanding of the telecom value chain,partnerships,competition,regulation,automation,and advanced technologies to help clients

133、 understand the business value of technology.Priya has special interests in 5G enterprise commercialization and is a member of the AI Expert Working Group for UK Telecoms Innovation Network(UKTIN)and the GSMA IoT Forum as well as a mentor for the TM Forum Next20 program.As a global industry leader,R

134、ahul supports the IBM Consulting industries mission of advancing the transformation agenda,opportunities,solutions,and delivery for CSP clients across the globe while also contributing to industry thought leadership.With over 23 years of consulting experience in the telecommunications industry,Rahul

135、 has worked with leading CSPs on their digital transformation,lead-to-cash,omnichannel,and business support services(BSS)transformation engagements.He has driven significant business value together with a consistent and seamless experience for their customers and users.Rahul is also an Industry Diam

136、ond badge holder at IBM.About the authors2425Expert contributorsPeter JarichHead of GSMA Intelligence PaniManaging Client Partner IBM C Steve GoetzSenior Client PartnerIBM C Enrique Fernandez De AlarconLead Client PartnerIBM C Bridget DevineGlobal External Communications Lead,Telecommunications IBM

137、M Bridget.DPranav BadhwarGlobal Field Marketing LeadTelecommunications,Media,and EntertainmentIBM M IBV Analytics Research Hub Steve Ballou,DirectorKathleen Martin,Senior Managing Consultant Thiago Sartori,AnalystLily Patel,Statistical Analyst Hebatallah Nashaat,Data and Content Management Manager P

138、rasham Bhuta,Data ScientistIBM IBV Editorial and Design TeamJoanna Wilkins,Editorial LeadKristin Biron,Design LeadSara Aboulhosn,Senior Editorial DesignerAndrew Womack,Creative Director26Study approach and methodologyIn June and July 2023,the IBM Institute for Business Value and GSMA Intelligence,in

139、 collaboration with Oxford Economics,conducted four global surveys to simulate a 360-degree review of communications service providers.The goal was to gain a more complete and different perspective of how CSPs are pursuing growth opportunities.Our leader group,In-touch Telecoms,was defined based on

140、their responses to multiple questions that represented a forward-thinking approach to revenue growth.Multiple statistical analyses were applied to the data to better understand underlying attitudes and behaviors of the leader group.Provider surveyWe surveyed 400 CSP executives across 16 countries to

141、 understand the products and services they offer or plan to offer,their approach to innovation,and how they work with business partners in solution development.We also asked them about overall business challenges as well as specific barriers to new solution development.Enterprise client surveyWe sur

142、veyed executives from 100 enterprise customers from 16 countries to learn about their satisfaction with their CSPs and what products and services they would consider purchasing.We asked them about challenges they have had with their providers and where they learn about connectivity trends.Business p

143、artner surveyWe surveyed executives from 100 CSP business partners from 16 countries,including technology vendors,cloud providers,network equipment and device providers,systems integrators,niche solution providers,and strategy and consulting providers.We explored how they work with CSPs in new solut

144、ion development and how they could contribute.We also asked about challenges in working with CSPs.Consumer surveyWe surveyed more than 13,000 CSP consumer customers from 14 countries,ranging in age from 18 to more than 70 years old.We asked them about their satisfaction with their providers,services

145、 they currently use,and what additional services they would consider purchasing.We also asked a series of questions designed to determine consumers level of trust in their providers.InterviewsFrom June to August 2023,we hand-selected executives from leading companies in the telecom industry to inter

146、view one-on-one to validate and explore the survey results in more depth.Their expertise is reflected in the report along with select quotes throughout the paper.27About GSMA IntelligenceGSMA Intelligence is the definitive source of global mobile operator data,analysis,and forecasts,and publisher of

147、 authoritative industry reports and research.Our data covers every operator group,network,and mobile virtual network operator(MVNO)in every country worldwidefrom Afghanistan to Zimbabwe.It is the most accurate and complete set of industry metrics available,comprising tens of millions of individual d

148、ata points,updated daily.GSMA Intelligence is relied on by leading operators,vendors,regulators,financial institutions,and third-party industry players to support strategic decision-making and long-term investment planning.The data is used as an industry reference point and is frequently cited by th

149、e media and by the industry itself.Our team of analysts and experts produce regular thought-leading research reports across a range of industry topics.Related reportsElevating telecom customer serviceElevating telecom customer service:Generative AI answers the call.IBM Institute for Business Value.S

150、eptember 2023.https:/ibm.co/telecoms-customer-serviceConnected carsConnected cars:Getting ahead of the fast and furious flood of data.IBM Institute for Business Value.July 2023.https:/ibm.co/connected-cars-telecomsTelecoms move beyond connectivityTelecoms move beyond connectivity:Unlocking cross-ind

151、ustry value through IoT payment and data exchange platforms.IBM Institute for Business Value.February 2023.https:/ibm.co/telecom-iot-paymentsThe right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a

152、 distinct advantage in todays rapidly changing environment.IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leade

153、rs make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay conne

154、cted and informed,sign up to receive IBVs email newsletter at can also find us on LinkedIn at https:/ibm.co/ibv-linkedin.About Research InsightsResearch Insights are fact-based strategic insights for business executives on critical public-and private-sector issues.They are based on findings from ana

155、lysis of our own primary research studies.For more information,contact the IBM Institute for Business Value at .281.GSMA Intelligence data,2023.2.Based on internal IBM client information.3.China Unicom Global ICT takes expertise to European warehouse sector.Published by Mobile World Live in partners

156、hip with China Unicom.2023.https:/ Palmer,Richard Cockle,and Dhana Cruickshank.Telecoms move beyond connec-tivity:Unlocking cross-industry value through IoT payment and data exchange platforms.IBM Institute for Business Value.February 2023.https:/ibm.co/telecom-iot-payments5.Digital Asset Broker by

157、Vodafone website.Accessed August 25,2023.https:/ ramps up cross-border IoT strategy with eSIM platform.”T.July 21,2023.https:/ Open Gateway.GSMA website.Accessed August 30,2023.https:/ the Average Churn Rate by Industry?”CustomerGauge.May 16,2023.https:/ Home Market Size&Share Analysis-Growth Trends

158、&Forecasts(2023-2028).”Mordor Intelligence.Accessed August 14,2023.https:/ accessories website.Accessed August 10,2023.https:/.au/accessories11.Deutsche Telekom SmartHome website.Accessed August 10,2023.https:/www.telekom.de/smarte-produkte/smart-home12.Etisalat consumer services website.Accessed Au

159、gust 10,2023.https:/www.etisalat.ae/en/c/home/smart-monitoring.html13.Haill,Oliver.“Bango adds Dropbox to partnerships.”Proactive.February 21,2023.https:/www.proactive-investors.co.uk/companies/news/1006739/bango-adds-dropbox-to-partnerships-1006739.html14.Iacopino,Pablo and Bhawna Jain.Operator rev

160、enue growth and innovation strategies:together with connectivity and beyond connectivity.GSMA Intelligence.March 2023.https:/data.gsmaintelli- Telefnica Priority program website.Accessed August 10,2023.https:/priority.o2.co.uk/16.“Oi launches telemedicine service in partnership with Docway,a SulAmri

161、ca group company.”Bnamericas press release.January 11,2023.https:/ Finance.Airtel website.Accessed August 14,2023.https:/www.airtel.in/finance/18.MoMo from MTN website.Accessed August 14,2023.https:/ telecom Digital Reinvention through a dedicated design studio.”IBM case study.Accessed August 7,2023

162、.https:/ Rose,Rahul Kumar,Gianluca Palumbo,and Priya Kurien.Elevating telecom customer service:Generative AI answers the call.IBM Institute for Business Value.September 2023.https:/ibm.co/telecoms-customer-service21.Sather,Andrew.“R&D Spending as a Percentage of Revenue By Industry(S&P500).”Einvesti

163、ng for beginners.March 8,2021.https:/einvestingforbe- launched Mobily Ventures invests in Anghami,Easy Taxi.”MAGNiTT.August 30,2014.https:/ invests 5m in plan for drone superhighway across southern England.”The Guardian.January 4,2023.https:/ 24.“BT pushes ahead with new sustainable digital solution

164、s through its Green Tech Innovation Platform.”BT Group newsroom.December 1,2022.https:/ and Qualcomm band together to support XR startups.”Digital TV Europe.July 10,2023.https:/ display innovative solutions to telco business problems at DTW.TM Forum website.August 19,2022.https:/inform.tmforum.org/f

165、eatures-and-opinion/start-ups-display-innovative-solutions-to-telco-busi-ness-problems-at-dtw/27.Based on internal IBM client information.Notes and sources 29 Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|September 2023IBM,the

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168、FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT.IBM products are warranted according to the terms and conditions of the agreements under which they are provided.This report is intended for general guidance only.It is not intended to be a substitute for detailed res

169、earch or the exercise of professional judgment.IBM shall not be responsible for any loss whatsoever sustained by any organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IBM makes no representations or warranties,express or implied.JGW5QWN5USEN-01