スマートフォン戦略：モバイルエコシステムにおけるキャリア向けの端末戦略...市場調査レポートについてご紹介

Table of contents 3
Table of exhibits 5
Executive summary 7
Section 1: Introduction 10
1.1 Business context: In the land of the smartphone revolution 10
Smartphones are rapidly turning the mobile industry software-centric, with the rise of app stores having adverse effects on mobile operators’ business 12
Power and revenue shifts prompt mobile operators to take action 14
1.2 Report objective, structure and definitions 16
Definitions 16
Section 2: Device strategies – key to reinventing mobile operators in an industry transfigured by smartphones 18
2.1 How the rise of OS ecosystems changed mobile operators’ position in the industry and what they can rely on to fight back 18
Despite the changes, mobile operators still have strengths they can draw on to reinvent their device strategies and regain lost market relevance 23
2.2 Device strategies: realigning mobile operators’ business and redefining their role in the disrupted mobile industry 28
Distribution strategy: mobile operators’ role in device retail 28
An experiential sales approach is vital to deepening operators’ involvement in device retail and contributes to smartphone penetration growth 31
Smartphones are leading many emerging-market operators to increase their involvement in handset distribution and expand their retail chains 32
Using device partnerships can help mobile operators influence the existing OS ecosystem duopoly that comfortably rules the industry. 33
Profit pressures stemming from smartphone subsidies suggest that mobile operators should consider alternative business models 34
Telefonica in Spain shows unsubsidized handsets combined with device financing is a viable business model 37
Some emerging market operators combine subsidies with more affordable smartphones to improve penetration and profitability 38
Mobile operators increasingly use alternative business models such as reverse subsidies, “buy-back and trade-in” and handset leasing 38
Other players can offer handset financing in place of the mobile operator 42
Own-brand device strategies help strengthen operator market influence 43
Device customization can raise the profile of operator data services, giving them an edge over OTT players 46
New devices, such as tablets, open new business opportunities for operators 47
Data sharing plans are proving effective at attracting new devices 49
To fight the threat from OS ecosystems and OTTs, operators must adopt strategies where software is vital and where devices are an important tool 50
The acquisition of software skills is important to the future of mobile operators, affecting in particular their device strategy 52
Rich communications fully integrated with devices and networks may be key in mobile operators’ battle against OTT communication providers 52
Multiscreen: mobile operators’ advantage over OTT service providers 55
Partnering with OTTs may also be an option when fighting the impending OTT menace, using models such as toll-free data access to apps 56
2.3 Conclusions, recommendations and emerging trends 58
Section 3: Operator case studies 62
3.1 ATandT: The first iPhone supporter rethinks its smartphone subsidy as competition weighs on revenue and profits 63
ATandT embraced iPhone exclusivity in order to become more competitive, attract new customers and create new revenue opportunities 64
The iPhone strategy had benefits but also caveats, revealed by the loss of exclusivity, which eventually prompted ATandT to take action to curb mounting profitability pressures 66
ATandT’s strategy readjustments are starting to show results, but more change is to come as the market evolves toward lower subsidies – or none 69
3.2 MTS: boosts smartphone penetration without subsidies 73
A ban on device subsidies challenges MTS as it seeks to expand smartphone uptake across its footprint 74
MTS drew up a new strategy to face challenges and pursue the data opportunity 75
Increased retail presence, vendor partnerships, own-brand devices and financing options such as reverse subsidies were decisive in strategy rollout 76
New device strategy is producing good results, contributing decisively for increased smartphone uptake and revenue growth 78
3.3 Telefonica: Discontinuing subsidies in Spain and supporting Mozilla’s Firefox OS to pursue data opportunity in Latin America 81
Discontinuing subsidies as a part of its New Commercial Model in Spain 83
The no-subsidy strategy has had mixed results 87
Supporting Mozilla to pursue data opportunity in Latin America 93
3.4 China Unicom: expanding value chain presence while using affordable smartphones to drive 3G and gain market share 99
Using smartphones and data services to boost its competitiveness in the market 100
Affordable handsets proved key to boosting 3G uptake in a strategy based on crucial retail and vendor partnerships 101
Strategic results for China Unicom 104
3.5 Orange: Using scale to build partnerships and develop an own-brand device ecosystem, reinforcing its value chain position 108
Orange’s device strategy uses scale to build beneficial partnerships 109
A global unit coordinates handset procurement and related partnerships, supporting local operations in delivering attractive devices that drive demand 110
Valuable vendor partnerships and an own-brand device ecosystem has strengthened Orange’s position in the value chain 111
Own-brand devices and customization also support the growth of Orange’s data services offering, beefed up by content partnerships 114
Companies mentioned 116
Acronyms and abbreviations 117
Related resources 118