How are 2G/ 3G players perpetuating their growth and earnings?Mobile Wealth Market
Bringing under one roof-all the formulary involved in “wealth creation, accumulation, and preservation” of the super-perceptive mobile operator businesses (till 2015).
Inspecting operator establishments in the wake of 4G/ 5G/ NGN makeovers-across the globe; breaking - downtheirwealth - blueprint into-roadmaps taken, key wealth attributes-in-use, and decisions involving B2B partnerships, future investments, and more (afar Q3 2015). With more & more antiquated industries being made efficient through the internet-what’re some new markets (-or rather an “old market” that’s underserved)/ niches/ sub-niches waiting to abridge
Request for Sample Report @ http://www.researchbeam.com/mobile-wealth-revelations-2016-market/request-sample
The stepping stones for vendors looking to provide cost-effective innovation across ’wealth laden’ intrinsic, extrinsic, and mixed ‘operator business’ environments; also revealing potential vendor engagement terms, assets, responsibilities, costing for emulation & practice.
Jump ahead of time and learn how revenues are converging (/dividing) across multiple demographics and rural-urban setups; refine and ramp-up your portfolio, next generation-role while prioritizing your investments toward 2020.
Presenting value cash flows of operator businesses in decline-the last mover advantage. How are 2G/ 3G players perpetuating their growth and earnings? What other aspirants can still invigorate to their advantage?
Request for Discount @ http://www.researchbeam.com/mobile-wealth-revelations-2016-market/purchase-enquiry
KEY QUESTIONS ANSWERED
How operators can quickly revive and post profits in Q4 after consecutive quarterly losses?
How operators can break into a market/ market segment that appears saturated?
How a new entrant (MNO/ MVNO) can quickly transform its mobile wealth into revenues/ profits?
Which were the potential opportunities that operators failed to monetize effectively?
What kind of innovative ideas helped the operators to transform their business?
How operators can ride on the next wave of organic growth by helping small/ medium businesses turn into digital?
How can service providers team up with incumbents and collaborate vertically/ horizontally in the value chain?
What new value propositions and revenue models will be required for mobile operators to compete against direct as well as indirect competitors?
Which of the collaboration strategies can help for strengthening position in the fragmented telecom market?
How to develop strong mobile wealth proposition, while securing investors’ confidence?
Enquire about Report @ http://www.researchbeam.com/mobile-wealth-revelations-2016-market/enquire-about-report
Table of Contents:-
1 PROLOGUE: A FRESH PERSPECTIVE FOR MOBILE WEALT
1.1 “Voice, SMS, and Mobile Internet” vs. the next mobile wealth (products & services)
1.2 Operators’ (business) perspective for mobile wealth evolution
1.3 Scenario planning for mobile operators without “Voice Revenue” in 2016 and beyond
1.4 Magnifying the scope of revenue diversification and range of products
1.4.1 Step 1: Strategic remodelling of existing businesses for protecting and boosting revenue/ ARPU
1.4.2 Step 2: Unleashing digital routes of innovation to drive mobile wealth
1.4.3 Step 3: B2B collaboration for vertical product diversification and latent revenue streams
2 MULTI-PHASED ROAD MAP FOR MOBILE WEALTH CREATION “BEYOND VOICE, SMS, AND MOBILE INTERNET”
2.1 Creating an overlay services cluster to gradually boost lateral revenue streams
2.2 Strategic steps to increase non-voice services’ earnings and ensure sustainable business growth
2.3 Why 2016 could be the breakthrough year for mobile industry?
2.4 Strategic steps for a comprehensive makeover
2.5 Where'll telecom operators lead from here?
3 STEP 1: STRATEGIC REMODELLING OF EXISTING BUSINESSES FOR PROTECTING AND BOOSTING REVENUE/ARPU
3.1 Occupancy, growth opportunities, and distribution
3.2 Division of horizons - Compatibility, planning, and integration
3.3 Evaluating the OTT challenges and devising the right strategy to fight smartly
3.3.1 Case Study: KDDI-Skype partnership
3.3.2 Case Study: Hike
3.4 Sustain consumer segment, embrace the enterprise
3.5 How to secure and expand your consumer market
3.6 Why exploring underserved consumer markets have become highly crucial?
3.7 Strategic guidelines for maximising revenues from rural markets
3.8 Untapped women segment- A huge market
3.9 Exploring the opportunities in enterprise segment
3.10 Enterprise mobility solutions
3.10.1 Key mobility services
3.10.2 Mobile devices boom: A big catalyst of bring your own device (BYOD)
3.10.2.1 Case study: AT&T Toggle
3.10.3 Enterprise mobility market, 2014 - 2020
3.11 Unified communications (UC): Present pitfalls and improvising strategies
3.11.1 Communicate the benefits of unified communication effectively
3.11.1.1 Seamless user experience
3.11.1.2 Maximise mobile capabilities
3.11.1.3 Solution must be integratable to third-party applications
3.11.1.4 Develop ideal go-to-market strategy
3.12 MVNO
3.12.1 How MNOs can leverage MVNO opportunity to generate incremental revenue while keeping user base and brand value intact?
3.12.1.1 Case Study: Virgin Mobile, UK
3.12.1.2 Case Study: Ortel Mobile, Europe
4 STEP 2: UNLEASHING DIGITAL ROUTES OF INNOVATION TO DRIVE MOBILE WEALTH
4.1 Revenue amplification through apps
4.1.1 Monetising your business models
4.1.2 Strategy for new App launches
4.1.2.1 Fabrication Dilemma - Big question “What to offer?”
4.1.2.2 Top 100 excellent niches worth app monetisation
4.1.3 Revenue opportunities via apps for small-to-mid sized vendors
4.1.3.1 Mobile app revenue
4.1.4 Should every operator launch their own app store?
4.1.4.1 Case worth analysing: Verizon Apps
4.1.5 MNOs, vendors and app developers’ collaboration opportunities
4.2 Mobile advertising revenue opportunity for MNOs
4.2.1 Case Study: AT&T AdWorks
4.2.2 Case Study: Global advertising alliance by Telefónica Digital and Pinsight Media+
4.3 Smart lifestyle services
4.3.1 Geolocation Services
4.3.2 The fusion of interactive transparent display and augmented reality
4.3.3 Broadcast gaming
4.3.4 Where lays the real profit in mobile cloud? Thinking beyond online storage
4.3.5 LTE broadcasting
4.4 M2M
4.4.1 Who can be an ideal M2M service provider?
4.4.1.1 Revenue relevance for M2M providers
4.4.1.2 The M2M business bottom line
4.4.2 Network dynamics and optimisation strategies
4.4.3 Case study: Vodafone’s project Spring
4.4.3.1Vodafone building on enterprise service architecture
4.4.3.2 Industrial scale enterprise platform with mobile core
4.4.4 M2M market, 2014-2020
4.5 Leveraging cloud for enterprise
4.5.1 Service differentiation via cloud
4.5.2 Case study: Microsoft’s enterprise cloud strategy
4.5.3 Cloud providers’ revenue potential, 2014-2020
4.6 Security management for enterprises
4.6.1 Why telcos must explore enterprise security market?
4.6.2 Designing enterprise security management Portfolio
5 STEP 3: B2B COLLABORATION FOR VERTICAL PRODUCT DIVERSIFICATION AND LATENT REVENUE STREAMS
5.1 Healthcare/ Life sciences
5.2 Financial services part 1: Banking and payments
5.3 Financial services part 2: Mobile microinsurance (MMI)
5.3.1 Why mobile microinsurance is an increasingly attractive opportunity for MNOs?
5.3.2 Which are the ideal markets for mobile microinsurance products and why?
5.3.3 Designing mobile microinsurance products for quick uptake
5.3.4 Case study: Airtel's FBN Padi4Life
5.3.5 The business model for mobile insurance
5.3.6 Insurance telematics/ usage-based insurance (UBI)
5.3.7 Case study: Tesco Bank Box insurance
5.3.8 Case study: Tigo Kiiray
5.3.9 Microinsurance market forecasts, 2014 - 2020
5.4 Retail
5.4.1 Retail majors are leveraging telecom to streamline their supply chain
5.4.2 Case study: O2 retail sector portfolio
5.4.3 Case study: Smart Steps - The first product of Telefonica Digital Dynamic Insights
5.4.4 Retail sector market forecasts, 2014 - 2020
5.5 Automotive, transportation and logistics
5.5.1 Connected car and associated telematics
5.5.2 Asset tracking and fleet management
5.5.3 Case Study: TomTom fleet management
5.5.4 Automotive, transportation and logistics market potential
5.5.4.1 Connected car market, 2014 - 2020
5.5.4.2 Asset tracking and fleet management market, 2014 - 2020
5.6 Energy: Utility management, smart grid, and smart metering
5.6.1 Case study: Singapore's Smart Nation Platform (SNP)
5.6.1.1 Singapore's Smart Nation Platform (SNP) working model
5.6.1.2 SNP timeline
5.6.1.3 Recent developments
5.6.2 Electric vehicle charging industry
5.6.2.1 Chargestorm payment solution for electric vehicle charging
5.6.3 Case study: Vodafone's solar charging solutions for mobile phones
5.6.4 Case study: BT's SmartReach
5.6.5 Case study: Magyar Telecom
5.6.6 Energy sector market potential and forecasts, 2014 - 2020
5.7 Entertainment and media
5.7.1 Case study: Verizon Digital Media Services (VDMS)
5.7.1.1 VDMS restructuring
5.7.1.2 VDMS’ tailored solutions for media and entertainment industry
5.7.2 Entertainment and media market potential for telecoms
5.8 Home automation, security and surveillance
5.8.1 Case study: China Telecom's “MegaEyes” network video surveillance service
5.8.2 Case study: AT&T digital life, home security, and automation service
5.8.3 Home automation, security and surveillance market forecasts, 2014 - 2020
5.9 Manufacturing
5.9.1 Benefits and issues of mobile in manufacturing
5.9.2 Mobile and lean manufacturing
5.9.3 Inventory optimisation
5.9.4 Cost-effective material tracking
5.9.5 Workforce tracking
5.9.6 Integrated communication for mobile sales force
5.9.7 Fleet management
5.9.8 Manufacturing sector market forecasts, 2014 - 2020
5.10 Agriculture
5.11 Government and public sector
5.12 Education industry
6 PROMINENT REVELATIONS AND RECOMMENDATIONS
6.1 No matter what you offer - Devices/ services/software - today’s telco market needs DISRUPTIVE INNOVATION!
6.2 The evolution of mobile wealth: Opportunities and challenges
6.3 Operators must fortify their position in the broader ecosystem
6.4 Harmonise all the possible (digital and non-digital) touchpoints
6.5 Explore indirect pricing strategies to offer valueadded services at low cost
6.6 Bundling services (traditional and non-traditional) makes great business sense
6.7 Recognise the unrelated competition as early as possible and integrate/ partner for greater shared profit
About Us:-
With the arsenal of different search reports, Research Beam helps you here to look and buy research reports that will be helpful to you and your organization. Our research reports have the capability and authenticity to support your organization for growth and consistency. With the window of opportunity getting open and shut at a speed of light, it has become very important to survive in the market and only the fittest and competent enough can do so. So, we try and provide with latest changes in the market that can suit your needs and help you take decision accordingly.
Contact Us:-
5933 NE Win Severs Drive,
#205, Portland, OR 97220
United States
U.S. & Canada Toll Free: + 1-800-910-6452
International: + 1-503-894-6022
UK: + 44-845-528-1300
India: +91 20 66346070
Fax: +1 (855) 550-5975
Email: help@researchbeam.com
Web: http://www.researchbeam.com/
Inspecting operator establishments in the wake of 4G/ 5G/ NGN makeovers-across the globe; breaking - downtheirwealth - blueprint into-roadmaps taken, key wealth attributes-in-use, and decisions involving B2B partnerships, future investments, and more (afar Q3 2015). With more & more antiquated industries being made efficient through the internet-what’re some new markets (-or rather an “old market” that’s underserved)/ niches/ sub-niches waiting to abridge
Request for Sample Report @ http://www.researchbeam.com/mobile-wealth-revelations-2016-market/request-sample
The stepping stones for vendors looking to provide cost-effective innovation across ’wealth laden’ intrinsic, extrinsic, and mixed ‘operator business’ environments; also revealing potential vendor engagement terms, assets, responsibilities, costing for emulation & practice.
Jump ahead of time and learn how revenues are converging (/dividing) across multiple demographics and rural-urban setups; refine and ramp-up your portfolio, next generation-role while prioritizing your investments toward 2020.
Presenting value cash flows of operator businesses in decline-the last mover advantage. How are 2G/ 3G players perpetuating their growth and earnings? What other aspirants can still invigorate to their advantage?
Request for Discount @ http://www.researchbeam.com/mobile-wealth-revelations-2016-market/purchase-enquiry
KEY QUESTIONS ANSWERED
How operators can quickly revive and post profits in Q4 after consecutive quarterly losses?
How operators can break into a market/ market segment that appears saturated?
How a new entrant (MNO/ MVNO) can quickly transform its mobile wealth into revenues/ profits?
Which were the potential opportunities that operators failed to monetize effectively?
What kind of innovative ideas helped the operators to transform their business?
How operators can ride on the next wave of organic growth by helping small/ medium businesses turn into digital?
How can service providers team up with incumbents and collaborate vertically/ horizontally in the value chain?
What new value propositions and revenue models will be required for mobile operators to compete against direct as well as indirect competitors?
Which of the collaboration strategies can help for strengthening position in the fragmented telecom market?
How to develop strong mobile wealth proposition, while securing investors’ confidence?
Enquire about Report @ http://www.researchbeam.com/mobile-wealth-revelations-2016-market/enquire-about-report
Table of Contents:-
1 PROLOGUE: A FRESH PERSPECTIVE FOR MOBILE WEALT
1.1 “Voice, SMS, and Mobile Internet” vs. the next mobile wealth (products & services)
1.2 Operators’ (business) perspective for mobile wealth evolution
1.3 Scenario planning for mobile operators without “Voice Revenue” in 2016 and beyond
1.4 Magnifying the scope of revenue diversification and range of products
1.4.1 Step 1: Strategic remodelling of existing businesses for protecting and boosting revenue/ ARPU
1.4.2 Step 2: Unleashing digital routes of innovation to drive mobile wealth
1.4.3 Step 3: B2B collaboration for vertical product diversification and latent revenue streams
2 MULTI-PHASED ROAD MAP FOR MOBILE WEALTH CREATION “BEYOND VOICE, SMS, AND MOBILE INTERNET”
2.1 Creating an overlay services cluster to gradually boost lateral revenue streams
2.2 Strategic steps to increase non-voice services’ earnings and ensure sustainable business growth
2.3 Why 2016 could be the breakthrough year for mobile industry?
2.4 Strategic steps for a comprehensive makeover
2.5 Where'll telecom operators lead from here?
3 STEP 1: STRATEGIC REMODELLING OF EXISTING BUSINESSES FOR PROTECTING AND BOOSTING REVENUE/ARPU
3.1 Occupancy, growth opportunities, and distribution
3.2 Division of horizons - Compatibility, planning, and integration
3.3 Evaluating the OTT challenges and devising the right strategy to fight smartly
3.3.1 Case Study: KDDI-Skype partnership
3.3.2 Case Study: Hike
3.4 Sustain consumer segment, embrace the enterprise
3.5 How to secure and expand your consumer market
3.6 Why exploring underserved consumer markets have become highly crucial?
3.7 Strategic guidelines for maximising revenues from rural markets
3.8 Untapped women segment- A huge market
3.9 Exploring the opportunities in enterprise segment
3.10 Enterprise mobility solutions
3.10.1 Key mobility services
3.10.2 Mobile devices boom: A big catalyst of bring your own device (BYOD)
3.10.2.1 Case study: AT&T Toggle
3.10.3 Enterprise mobility market, 2014 - 2020
3.11 Unified communications (UC): Present pitfalls and improvising strategies
3.11.1 Communicate the benefits of unified communication effectively
3.11.1.1 Seamless user experience
3.11.1.2 Maximise mobile capabilities
3.11.1.3 Solution must be integratable to third-party applications
3.11.1.4 Develop ideal go-to-market strategy
3.12 MVNO
3.12.1 How MNOs can leverage MVNO opportunity to generate incremental revenue while keeping user base and brand value intact?
3.12.1.1 Case Study: Virgin Mobile, UK
3.12.1.2 Case Study: Ortel Mobile, Europe
4 STEP 2: UNLEASHING DIGITAL ROUTES OF INNOVATION TO DRIVE MOBILE WEALTH
4.1 Revenue amplification through apps
4.1.1 Monetising your business models
4.1.2 Strategy for new App launches
4.1.2.1 Fabrication Dilemma - Big question “What to offer?”
4.1.2.2 Top 100 excellent niches worth app monetisation
4.1.3 Revenue opportunities via apps for small-to-mid sized vendors
4.1.3.1 Mobile app revenue
4.1.4 Should every operator launch their own app store?
4.1.4.1 Case worth analysing: Verizon Apps
4.1.5 MNOs, vendors and app developers’ collaboration opportunities
4.2 Mobile advertising revenue opportunity for MNOs
4.2.1 Case Study: AT&T AdWorks
4.2.2 Case Study: Global advertising alliance by Telefónica Digital and Pinsight Media+
4.3 Smart lifestyle services
4.3.1 Geolocation Services
4.3.2 The fusion of interactive transparent display and augmented reality
4.3.3 Broadcast gaming
4.3.4 Where lays the real profit in mobile cloud? Thinking beyond online storage
4.3.5 LTE broadcasting
4.4 M2M
4.4.1 Who can be an ideal M2M service provider?
4.4.1.1 Revenue relevance for M2M providers
4.4.1.2 The M2M business bottom line
4.4.2 Network dynamics and optimisation strategies
4.4.3 Case study: Vodafone’s project Spring
4.4.3.1Vodafone building on enterprise service architecture
4.4.3.2 Industrial scale enterprise platform with mobile core
4.4.4 M2M market, 2014-2020
4.5 Leveraging cloud for enterprise
4.5.1 Service differentiation via cloud
4.5.2 Case study: Microsoft’s enterprise cloud strategy
4.5.3 Cloud providers’ revenue potential, 2014-2020
4.6 Security management for enterprises
4.6.1 Why telcos must explore enterprise security market?
4.6.2 Designing enterprise security management Portfolio
5 STEP 3: B2B COLLABORATION FOR VERTICAL PRODUCT DIVERSIFICATION AND LATENT REVENUE STREAMS
5.1 Healthcare/ Life sciences
5.2 Financial services part 1: Banking and payments
5.3 Financial services part 2: Mobile microinsurance (MMI)
5.3.1 Why mobile microinsurance is an increasingly attractive opportunity for MNOs?
5.3.2 Which are the ideal markets for mobile microinsurance products and why?
5.3.3 Designing mobile microinsurance products for quick uptake
5.3.4 Case study: Airtel's FBN Padi4Life
5.3.5 The business model for mobile insurance
5.3.6 Insurance telematics/ usage-based insurance (UBI)
5.3.7 Case study: Tesco Bank Box insurance
5.3.8 Case study: Tigo Kiiray
5.3.9 Microinsurance market forecasts, 2014 - 2020
5.4 Retail
5.4.1 Retail majors are leveraging telecom to streamline their supply chain
5.4.2 Case study: O2 retail sector portfolio
5.4.3 Case study: Smart Steps - The first product of Telefonica Digital Dynamic Insights
5.4.4 Retail sector market forecasts, 2014 - 2020
5.5 Automotive, transportation and logistics
5.5.1 Connected car and associated telematics
5.5.2 Asset tracking and fleet management
5.5.3 Case Study: TomTom fleet management
5.5.4 Automotive, transportation and logistics market potential
5.5.4.1 Connected car market, 2014 - 2020
5.5.4.2 Asset tracking and fleet management market, 2014 - 2020
5.6 Energy: Utility management, smart grid, and smart metering
5.6.1 Case study: Singapore's Smart Nation Platform (SNP)
5.6.1.1 Singapore's Smart Nation Platform (SNP) working model
5.6.1.2 SNP timeline
5.6.1.3 Recent developments
5.6.2 Electric vehicle charging industry
5.6.2.1 Chargestorm payment solution for electric vehicle charging
5.6.3 Case study: Vodafone's solar charging solutions for mobile phones
5.6.4 Case study: BT's SmartReach
5.6.5 Case study: Magyar Telecom
5.6.6 Energy sector market potential and forecasts, 2014 - 2020
5.7 Entertainment and media
5.7.1 Case study: Verizon Digital Media Services (VDMS)
5.7.1.1 VDMS restructuring
5.7.1.2 VDMS’ tailored solutions for media and entertainment industry
5.7.2 Entertainment and media market potential for telecoms
5.8 Home automation, security and surveillance
5.8.1 Case study: China Telecom's “MegaEyes” network video surveillance service
5.8.2 Case study: AT&T digital life, home security, and automation service
5.8.3 Home automation, security and surveillance market forecasts, 2014 - 2020
5.9 Manufacturing
5.9.1 Benefits and issues of mobile in manufacturing
5.9.2 Mobile and lean manufacturing
5.9.3 Inventory optimisation
5.9.4 Cost-effective material tracking
5.9.5 Workforce tracking
5.9.6 Integrated communication for mobile sales force
5.9.7 Fleet management
5.9.8 Manufacturing sector market forecasts, 2014 - 2020
5.10 Agriculture
5.11 Government and public sector
5.12 Education industry
6 PROMINENT REVELATIONS AND RECOMMENDATIONS
6.1 No matter what you offer - Devices/ services/software - today’s telco market needs DISRUPTIVE INNOVATION!
6.2 The evolution of mobile wealth: Opportunities and challenges
6.3 Operators must fortify their position in the broader ecosystem
6.4 Harmonise all the possible (digital and non-digital) touchpoints
6.5 Explore indirect pricing strategies to offer valueadded services at low cost
6.6 Bundling services (traditional and non-traditional) makes great business sense
6.7 Recognise the unrelated competition as early as possible and integrate/ partner for greater shared profit
About Us:-
With the arsenal of different search reports, Research Beam helps you here to look and buy research reports that will be helpful to you and your organization. Our research reports have the capability and authenticity to support your organization for growth and consistency. With the window of opportunity getting open and shut at a speed of light, it has become very important to survive in the market and only the fittest and competent enough can do so. So, we try and provide with latest changes in the market that can suit your needs and help you take decision accordingly.
Contact Us:-
5933 NE Win Severs Drive,
#205, Portland, OR 97220
United States
U.S. & Canada Toll Free: + 1-800-910-6452
International: + 1-503-894-6022
UK: + 44-845-528-1300
India: +91 20 66346070
Fax: +1 (855) 550-5975
Email: help@researchbeam.com
Web: http://www.researchbeam.com/