7/27/2019 The Future of MVNOs White Paper
1/12
The Future of MVNOs
Strategies to succeed with MVNOs
in Latin America
www.informatandm.com
Your global research partner
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Contents
About the authors ........................................................................................................3
Understanding the global picture ............................................................................4
The outlook for MVNOs in Latin America .................................................................4
Opportunity for MVNO-led pricing arbitration is low..................................................5
Triple play will remain a major MVNO driver ........................................................... 6
Beyond the telecoms MVNO: The retailer, the financial and the youth MVNO ...... 7
The MVNO quadrant: Global and regional case studies ............................................. 8
Global MVNO survey ................................................................................................... 10
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Daniele Tricarico
Senior Analyst
Daniele Tricarico is a senior analyst covering Latin
America at Informa Telecoms & Media. He examinesoperator strategies with a focus on operator performance,
mobile networks and service strategies, including VAS
and MVNOs. He regularly writes in-depth analysis
and reports, and contributes to bespoke research and
consulting projects in the region. Daniele has also
developed a series of international conferences on
telecoms networks and infrastructure, such as the IMS2.0
World Forum, the SDP Global Summit and the Femtocells
Forum.
Prior to joining Informa, Daniele worked as a socialmedia analyst for consulting firm Interaction London.
Fluent in English, Spanish and Italian, Daniele holds an
MA from the University of Bologna and an MSc in new
media and information systems from the London School
of Economics.
Follow Daniele on Twitter @dtricarico
Dario Talmesio
Principal Analyst
Dario Talmesio, a principal analyst with Informa Telecoms
& Media, leads the Mobile Europe team, focusing on marketdevelopments and competitive dynamics of the European
markets. He advises European mobile operators in key
areas of their business including competitive issues, market
and marketing positioning, MVNO and retail strategies, new
business models, and FMC and FMS strategies.
Dario began his analyst career at the Economist Groups
Economist Intelligence Unit, where he focused on the energy
and telecoms markets in Western European countries.
Before joining Informa, he worked for the Yankee Group as
an EMEA mobile consumer analyst based in London.
Dario holds a degree in Business and Economics from the
Universita Cattolica of Milan and an MA in Applied Social
and Market Research from the University of Westminster
in London.
Follow Dario on Twitter @dariotalmesio
About the authors
Working with Informa
Informa Telecoms & Medias strategic insights, key market data and forecasts have led the market for more than 25 years. We
have 65 analysts in nine research offices offering pragmatic and actionable advice to the leading global players in the telecoms
and media sector. Our clients represent all parts of the value chain, from telecoms operators to pay-TV providers, from content
providers to device manufacturers. Our syndicated research and comprehensive databases provide vital data and analysis
focusing on the global telecoms and media markets, and are widely used and valued by industry professionals and thought
leaders. We also provide a range of consultancy and bespoke research services, including white papers, webinars, strategy
sessions and executive presentations.
For more details on Informa Telecoms & Media and how we can help your company identify future trends and
opportunities, please contact Marco Esposito, [email protected] or +44 (0) 7884 400 999.
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Understanding theglobal picture
A new phase of MVNO expansion is beginning
MVNO markets have gone through various stages
of development in recent years. Since the first
introduction of MVNOs in the 1990s and the second
wave of proliferation in the mid-2000s, the number of
players has increased and contracted in cycles. The
attitude of mobile operators has gone through some
radical changes: Initially, the mobile operators fought
against MVNO legislation and the MVNOs themselves;
then they accepted the existence of MVNO players; and
then they started eagerly seeking new MVNO partnersand developing aggressive wholesale strategies.
Informa believes that a rejuvenated phase of expansion
is beginning. In markets where MVNOs have traditionally
played a role, typically Europe, Asia Pacific and
North America, MVNO players are consolidating and
internationalizing but, despite this, they are continuing
to grow in many segments.
There are still many market segments untapped by the
mobile network operators that are being addressed byMVNOs these include the ethnic markets, data-only
connectivity, and community-led and retailer-owned
MVNOs and there is also a strong push from mobile
operators wanting to increase their share of mobile
wholesale revenues. Informa believes that virtually every
mobile market has the potential to benefit from MVNOs,
and every mobile operator can derive an advantage from
MVNOs.
The global MVNO market will reach 186 million
subscriptions by the end of 2015. Although North
America and Western Europe will still account for the
vast majority (see fig. 1), new markets are developing
Latin America, Africa, Middle East and Asia are all
experiencing great MVNO interest.
When their offering is appropriately designed, MVNOs
can be a win-win-win market: host operators can reach
additional actual or potential customers in a way that is
more efficient compared with what their own retail networks
can do; wholesale partners can enrich their existing
nontelecoms services with mobile connectivity, or extend
their brands into the telecoms sector; and customers can
benefit from a more accurately-segmented offering.
However, the reality is that, in the vast majority of mobilemarkets, MVNOs do not exist at all, while in some markets,
MVNO activity is still in an embryonic phase. In developed
MVNO markets, the MVNOs can account for approximately
15-20% of the customer base, a level that is generally
considered physiologically sustainable.
The outlook for MVNOsin Latin America
The market is still embryonic, but there is
significant potential for growth
Typically, Latin American MVNOs have been the domain of
existing telecoms companies keen to offer converged fixed/
mobile bundles. The most notable examples include the
ISP Maxcom and the cable player Megacable in Mexico,
ISPs UNE and ETB in Colombia, and Telsur/GTD in Chile.
The first nontelecoms MVNOs appeared only in the
second half of 2010. Initially, Colombian TV group
RCN launched Uff, an MVNO offering cheap long-distance calls to fixed and mobile numbers in the main
countries where the Colombian expats live. Then, in
mid-2011, the region saw the first retailer launch,
when Costa Rican electronics and furniture retailers
Grupo Monge and Casa Blanca introduced Fullmovil.
The mobile network operators (MNOs) have finally started
to look with interest at the wholesale model and the
initial figures are encouraging. For example, Uff in
Colombia is already a sizable MVNO, with close to 250,000
subscribers at the end of 2011 (see fig. 2).
In Brazil, where formal MVNO regulation was passed
in September 2010, the regulator Anatel granted MVNO
Middle East2%
Africa2%
Eastern Europe14%
Western Europe46%
Asia Pacific12%
Latin America3%
North America21%
Fig. 1: Global, number of MVNO launches, by region,
1991-2010
Source: Informa Telecoms & Media
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licenses to the insurance company Porto Seguro and
the VoIP provider Sermatel Comercio. Both companies
have teamed up with second-placed operator TIM, which
provides the network infrastructure, and Datora, amobile-virtual-network enabler (MVNE). More recently,
Anatel granted the first pure MVNO license to the MVNE
Sisteer. Besides TIM, other network operators are looking
with interest at the MVNO model, for example, the market
leader Vivo. In March, Vivo announced plans to have at
least two MVNO partners by the end of 2012. In order
to achieve its objective, the operator created a board
for wholesale and MVNO operations and is currently
analyzing proposals from around 30 potential partners.
The Latin American MVNO market started picking up inthe second half of 2011, and the strongest activity was
in Colombia and Chile. In February this year, Chilean
regulator Subtel received 26 license applications from
companies interested in launching MVNO operations. In
April, Virgin Mobile Latin America (VMLA) inaugurated
its first MVNO in the Andean country, targeting the
youth and youthful segments with a simple portfolio of
prepaid data packages and a small but attractive range
of smartphones.
So far, VMLA is the only international group with plans tolaunch MVNO operations across the region. In addition
to Chile, it plans to launch in Brazil, Colombia, Mexico,
Argentina, Peru, Uruguay and Bolivia. Interestingly,
Colombia is likely to have eight MVNOs and three MNOs
in operation by the end of 2012: In addition to the MVNOs
already in operation, retailers Exito and Falabella, and
fixed operator Emcali, have also started discussions to
find an MNO partner.
Opportunity for MVNO-ledpricing arbitration is low
MVNOs must find ways to offer attractive data
offers to the right niche and at the right price
In traditional MVNO markets, such as Europe, North
America and Asia, MVNOs have historically targeted
the prepaid market with a low-cost proposition and
then tried to attract the more affluent customers.
International experience shows that the wholesale
business can bring MNOs significantly higher EBITDA
margins than retail, by reducing subscriber-acquisition
cost (SAC) while only slightly lowering ARPU. Typically,
a market with comparatively high or very high pricesis more likely to have room for MVNO-led price
arbitration. Markets with higher levels of churn also
might offer better opportunities for MVNOs because
users are more inclined to switch providers (see fig. 3).
Given their pricing environments and churn trends,
Brazil, Mexico and Colombia, and to a lesser extent
Argentina, would appear well-suited for additional
price competition. In all the markets, the lack of
regulation in mobile termination rates (MTRs) and the
fact that operators have mostly been left to negotiate
MTRs among themselves have resulted in the higher
cost of off-net calls. Brazilian rates are also affected
by high telecoms-services taxation and, as a result,
the country has the highest SMS prices in the region.
Promotional activity, primarily the offering of cheapon-net calls, is strong across the region, contributing
to sustained high levels of multiple-SIM ownership
and churn.
Subscriptions(000s)
0
50
100
150
200
250
TelecsaUNE EPMMaxcomUff
4Q11
3Q11
2Q11
1Q11
4Q10
Fig. 2: Latin America, selected MVNOs' subscriptions,
4Q10-4Q11
Source: Informa Telecoms & Media
Churn(%)
Argentina Brazil Colombia Mexico
France UK US
1.5
2.0
2.5
3.0
3.5
4.0
3Q11
2Q11
1Q11
4Q10
3Q10
Fig. 3: Selected countries, blended churn, 3Q10-3Q11
Source: Informa Telecoms & Media
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Informa, however, believes that for Latin American
MNOs the option of teaming up with low-cost MVNOs
to bring price competition to other MNOs is not
particularly attractive. In the prepaid-dominated LatinAmerican markets, the potential negative impact of
low-cost MVNOs on an already flat or declining ARPU
is a major concern for MNOs. Latin American MNOs
will be more interested in teaming up with MVNOs
that, although helping improve EBITDA margins, can
also bring additional revenues from unaddressed
niches willing to use incremental airtime and data
services (see fig. 4).
Informa also believes that pricing will be crucial to the
success of the higher-value data MVNOs. In addition
to the well-known benefits of the MVNO model,
higher-value data-focused MVNOs can help provide
incremental revenues to offset declining ARPU
levels. Finding the correct pricing levels and models,
however, is a tough task. As in the case of Virgin
Mobile in Latin America, data MVNOs will be eager
to add smartphones to their data plans, but withoutsubsidies it can be challenging to meet customer
demand for the devices at the right price.
At the same time, MVNOs must be able to negotiate
good wholesale rates from MNOs for the data they then
sell at retail. In the retail market, MNOs are moving
away from flat rates and toward models where they
charge by actual data consumption, by time or by access
to selected apps. MNOs themselves are still struggling
to find efficient ways to price data services in the retail
market. When it comes time to negotiate wholesaledata prices, MVNOs face the risk of remaining stuck
with unfavorable conditions, which could ultimately
jeopardize their business model.
Triple play will remain amajor MVNO driver
Challenging fixed-line operators and ISPs
should exploit the MVNO model to develop more
competitive offerings
Most of the early Latin American MVNOs have been driven
by the opportunity to offer fixed/mobile bundles, especially
in the most concentrated markets, such as Mexico and
Colombia (see fig. 5). It is not a coincidence that despite
the absence of a full regulatory framework, both Movistar
in Mexico and Tigo in Colombia have taken advantage of
existing rules allowing telecoms services to be resold to
build MVNO partnerships with ISPs and cable players. Toerode shares of strong competitors in their respective
markets, Movistar and Tigo have established MVNOs
with fixed operators looking to add value to their bundles
of voice, TV and Internet service by including mobility.
Movistar was the first to pursue this strategy, when it
teamed up with Maxcom at the start of 2008. Similarly, Tigo
in Colombia has partnered with ISPs UNE EPM and ETB to
offer mobile broadband services to contract customers.
For the foreseeable future, Informa expects alternative
ISPs, especially in the most unbalanced fixed-linemarkets, to retain a strong interest in the MVNO
model with the aim of increasing customer loyalty
Margin(%)
0
10
20
30
40
50
AT&T
(US)
Vodafone
(UK)
Orange
(France)
Telcel
(Mexico)
TIM
(Brazil)
Claro
(Brazil)
Movistar
(Argentina)
Fig. 4: Selected operators, EBITDA margin, 3Q11
Source: Informa Telecoms & Media
Marketshare(%)
America Movil Telefonica Millicom Telecom Italia
Telecom Personal Oi Others*
Concentration: Herfindahl index
0.25 0.32 0.51 0.54
0
10
20
30
40
5060
70
80
90
100
MexicoColombiaArgentinaBrazil
Fig. 5: Brazil, Argentina, Colombia, Mexico, market
share and concentration, 3Q11
Notes: The Herfindahl index is defined by the sum of the squares of themarket shares of all firms in the market, where the market shares areexpressed as fractions. An index below 0.01 indicates a highly competitivemarket. An index below 0.15 indicates an unconcentrated market. An
index between 0.15 and 0.25 indicates moderate concentrat ion. An indexabove 0.25 indicates high concentration. *Nextel, CTBC and Sercomtel InBrazil; Iusacell and Nextel in Mexico; and Nextel in Argentina. TelecomItalia owns 22.9% of Telecom Personal in Argentina.
Source: Informa Telecoms & Media
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and reinforcing their offering by bundling products.
With their knowledge of and expertise in the telecoms
business, fixed-line players and ISPs remain the most
likely candidates to buy into the MVNO model at theearly stages of its development.
It is no coincidence that the first cable operator to
launch an MVNO was Megacable in Mexico and that the
challenger fixed-line operator Axtel is also said to be
close to launching an MVNO there. The opportunity is
comparatively weaker in countries where the broadband
market is more competitive, such as Brazil, and the main
existing mobile operators can develop converged offers
through partnering with their own fixed-line counterparts.
In markets like Brazil, it is the nontelecoms companiesthat are expected to be major players in the MVNO
business, starting with retailers and financial institutions.
Beyond the telecomsMVNO: The retailer, thefinancial and the youth MVNO
Retailers can help MNOs increase loyalty andreduce churn, but negotiations with MNOs will
be tough
Beyond the telecoms MVNO (e.g., an existing fixed-line
telecoms player with an MVNO operation), retailers and
financial institutions have been and remain among the
strongest candidates to become MVNOs in Latin America
(see fig. 6). Large and mass-market retailers are
already key players in the value chain, since they take
the largest slice of handset sales, especially for prepaid
users. The combination of a strong brand and a larger
and far-reaching retail network are the key benefits
retailer MVNOs could offer MNOs.
Despite the clear benefits that retailers could bring to
MNOs, only a handful of international retailers, such as
supermarket chains Tesco in the UK and Aldi in Germany,
have launched MVNOs. Retailers are typically focused on
volumes, have low EBITDA margins and are used to having
strong negotiating and bargaining power with suppliers,
factors that can prove to be especially challenging in
their negotiations with MNOs. Furthermore, retailers will
naturally target the mass market, which for MNOs raises
the risk of market-share cannibalization, especially in theprepaid-dominated Latin American markets.
Even so, the retailer model does have potential in the
region, starting in the geographically larger countries,
such as Brazil, Mexico and Argentina, where it is more
challenging for MNOs to develop far-reaching retail
networks. In addition, retailers can help MNOs increase
loyalty and reduce churn by using their customer-loyalty
experience to offer discount and loyalty cards and to
offer leasing programs for device purchases. As the
VAS market develops, the retail MVNO is also in a goodposition to develop mobile commerce.
The m-commerce and m-banking opportunity, alongside
the retail network, is at the core of the potential value
proposition of the financial MVNO. The opportunity
for this type of MVNO varies across Latin America,
depending on the level of maturity of each market. There
is certainly scope in the region for prospective ethnic
MVNOs, targeting communities of migrants and nationals
with family or friends living abroad to provide financial
services. Given the reach and needs of the Latin Americandiaspora in Europe and North America, the long-distance
market offers a good opportunity to add mobile-money
value-added services (VAS), such as international credit
transfers, to voice services.
Overall, banking penetration remains on average lower
than mobile penetration, and telecoms and financial
regulators are starting to develop rules for the provision
of mobile-money VAS to those both with and without bank
accounts. A number of providers of financial services
have already launched m-banking platforms and couldbe interested in the MVNO model. Since smartphone
penetration remains about 10% regionally, the MVNO
opportunity is initially expected to be limited mainly to
GVT, Lebara, Virgin Mobile
Banco do Brasil, Banco Real
Santander, Itau, HSBC
Carrefour, Casas Bahia,
Pao de Acucar, Walmart
Sao Paulo FC, Santos FC,
S.E. Palmeiras, Gremio FBPA,
Corinthians, CR Vasco de Gama
Correios, Ipiranga, Globo
Telecoms
Financial
Retail
Sports
Others
Fig. 6: Brazil, companies interested in launching an MVNO
Sources: Sisteer, Datora, Informa Telecoms & Media
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offering voice and basic SMS-enabled financial services
for low-end and feature phones, but as smartphone
prices decline, more sophisticated services will appear.
The financial MVNO, however, faces the same
challenges as the retailer MVNO in terms of negotiations
with MNOs, given its natural focus on the mass market.
In addition, operators are increasingly eager to play
a role in the m-commerce and m-banking markets.
The way regulation develops in this area will largely
determine the development of this MVNO model.
Regardless of market-structure barriers to MVNOs, given
the current demographic trends, Informa believes that
those MVNOs targeting the youth segment have a largeraddressable market in Latin America than in Europe and
North America (see fig. 7). Nonetheless, the size of the
addressable market for youth MVNOs will depend on the
income levels and local competitive dynamics in each
country. In the case of Virgin Mobile Latin America, for
example, the flexibility of pricing models will determine the
real size of the youth segment addressable in countries
as different as Chile and Bolivia, especially when MVNOs
plan to offer unsubsidized devices. The strength of the
opportunity for the youth MVNO will also vary depending on
other factors, such as changing regulation. For example,
with Brazil planning to cut taxes for tablets manufactured inthe country, there might be an opportunity for data-focused
MVNOs targeting the devices to the youth segment.
The MVNO quadrant: Global and regional case studies
The viability of MVNOs depends on local market conditions and on the will and ability of operators to reach out to niches
of customers with highly relevant services. Informa presents a selection of mini case studies of international and regional
companies that have succeeded with the MVNO model.
Under
-15population(%)
0
5
10
15
20
25
30
35
EasternEurope
SouthernEurope
NorthernEurope
EasternEurope
NorthAmerica
SouthAmerica
CentralAmerica
Caribbean
Fig. 7: Global, estimates of under-15 population
percentage, end-2010
Source: UN
The incumbent MNO
Orange, France ICE, Costa Rica
Orange, part of the France Telecom Group, supports
several MVNOs in France, its home market, including:
Virgin Mobile, which recently incorporated two
quad-play offerings and is regarded as one
of the most thriving full MVNOs globally. Its
subscriptions totaled more than 2 million at
the end of 2011.
The M6 MVNO of Metropole Television,
the third most-watched TV network in the
country.
NRJ Mobile, a 90/10 joint venture between
banking corporation Credit Mutuel-CIC and
multimedia group NRJ. Like Virgin Mobile,NRJ targets the youth segment. It had 900,000
subscribers at the end of 2011.
Before the mobile market was liberalized in late 2011,
state-owned ICE launched two MVNOs to preemptmoves by new competitors Claro and Movistar. ICE
partners with well-established Costa Rican companies
to reinforce its role and image as a key asset for the
country. ICEs network currently supports two MVNOs,
both with 45,000 subscribers as of April 2011:
Fullmovil is owned by Grupo Virtualis, a
consortium formed by consumer electronics,
household appliance and furniture retailers
Grupo Monge and Casa Blanca.
Tuyo Movil is owned by national TV station
Teletica. The first MVNO to launch in CostaRica, it has achieved positive results in both
quality and customer experience.
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The MVNO
Poste Mobile, Italy Uff, Colombia
Poste Mobile, the MVNO of national postal service
Poste Italiane, is the most significant player in the
Italian MVNO market, with various voice and data
offers, mobile phone deals and a large distribution
network. It offers a host of VAS, primarily m-banking
and m-payment, such as airtime remittances, couponclick-to-buy and m-insurance. Poste Mobile recently
launched the Zero Pensieri Infinito service plan, which
includes unlimited voice calls and SMS messages to all
national destinations plus 1GB of data for a monthly fee
of 34 (US$44). Poste Mobile is also a rare example of
an MVNO marketing services specifically to business
customers. Hosted on the network of second-placed
Vodafone, it has more than 2 million subscriptions.
Uff was launched in late 2010 by TV network RCN
Television, a unit of media conglomerate Ardila Lulle
group. Uff has a no-frills business model based on
offering cheap long-distance calls to the main countries
where the Colombian diaspora lives. Hosted on Tigos
network, Uff rapidly added 50,000 subscriptionsin its first two months, reaching a total of 250,000
subscriptions by the end of 2011 and becoming the
first sizable MVNO in Latin America. From launch, the
MVNO has evolved its service proposition by adding two
prepaid data plans and two BlackBerry plans. Through
a strategic agreement with Nokia, it also offers the
Pack Listo Uff plan, including a Nokia C3 device with
unlimited data.
The MVNE
Teleena, Netherlands/UK Datora Telecom, Brazil
Teleena is a mobile virtual network enabler (MVNE)
based in the Netherlands and the UK that provides an
array of services on a wholesale basis to MVNOs and
corporate customers, including low-cost roaming and
converged fixed/mobile applications. The company
is focused on enabling MVNOs to differentiate
themselves through offering VAS. Teleena owns and
operates its own BSS/OSS and an all-IP mobile core
network, which is connected to Vodafones radio
access network in the Netherlands. In Europe, Teleenahas a partnership with Vodafone in the UK and the
Netherlands, where it hosts over a dozen MVNOs.
Datora was the first telecoms company to apply for an
MVNO license from telecoms regulator Anatel in Brazil.
This license enabled Datora to become the first MVNO
aggregator (MVNA) in the country. The company has
international expertise in both connecting operators
using VoIP and infrastructure management. It is currently
enabling the countrys second-placed MNO, TIM Brasil,
and insurance company Porto Seguro to launch the first
MVNO in Brazil. Datora has also signed an agreement
with Virgin Mobile to launch operations in the country. Thecompany has a strong focus on the machine-to-machine
(M2M) opportunity in Latin America.
The challenger MNO
E-Plus, Germany Movistar, Mexico
German operator E-Plus has been owned by Dutchtelecommunications operator KPN since 2002. E-Plus
network enables a range of affiliated MVNOs, including
pan-European MVNO Simyo, which is also present
in Belgium, France, the Netherlands and Spain, and
supermarket retail MVNO Aldi Talk, both leading the
no-frills prepaid German market. E-Plus also enables
ethnic MVNO Ay Yildiz, targeted at the large Turkish
expat community, as well as blau.de, MedionMobile,
MyMTVMobile and Base. Its advanced and diversified
MVNO strategy has been instrumental in allowing
E-Plus to maintain its market share at just under 20%,making it the third-largest operator in Germany.
Telefonica in Mexico was one of the Latin Americanpioneers in the MVNO space, hosting one of the first
regional MVNOs, by fixed-line operator Maxcom, back
in 2008. In recent quarters, Telefonica has consolidated
its MVNO strategy. In July 2011, Megacable launched
Megacel on Movistars network with the plan of targeting
existing fixed-line clients by offering multiple SIMs to
family households at preferential rates. At the end of
2011, Movistar was announced as the MNO partner for
Virgin Mobile in Mexico. As a challenger operator in a
market where America Movil has a dominant presence,
MVNO enablement has become an important strategictool for Movistar in an effort to gain market share.
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Global MVNO survey
Respondents: 145Respondent company types: MVNOs, MVNEs, MNO wholesalers, IT and telecoms vendors
Date: March-April 2011
Which MVNO types offer the biggest growth potential? (Choose two)
"Ethnic and retail segments are still big, but new segments are emerging"
What are the top business challenges for MVNOs? (Choose two)
"The MVNO target market will remain price-sensitive; diversification might be needed"
MVNOswillfocusmoreoncustomer-experiencemanagement.
Dataconnectivitywillenablediversificationinproductsandservices.
Butpricepressurewillremainchallenging.
0
5
10
15
20
25
30
35
40
Shareofrespondents(%)
Enterprise
Telecomsdiscount
Device/machine-
to-machine
R
etail/brandextender
Socialnetworks
Youth/mediaand
entertainment
Ethnic/international
0
10
20
30
40
50
Shareofrespondents(%)
Wholesale-contract
terms
Devicemanagement
Billing
andcash
management
Retaild
istribution
Customer
segmentation
Te
chnology
management
Service
dive
rsification
Priceco
mpetition
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Which non-telecoms industries could benefit from MVNO services? (Choose two)
"The MVNO business model will support vertical sectors core business"
MediaandentertainmentcompaniescouldbenefitfromtheMVNObusinessmodel.
Thefinancial-servicesindustryisemergingasasectorthatcouldbenefitfromMVNOs.
Connected-devicefirmsandsocialnetworksarealsopotentialbeneficiaries.
Which service features could improve MVNO offerings? (Choose two)
"An explosion of data offerings is imminent"
Threemaindevelopmentsareexpected,allcustomer-centric:
Customer loyalty
Data
Financial services.
0
10
20
30
40
Shareof
respondents(%)
Loyaltyprograms
Mobileadvertising
Dynamicpricing
SocialCRM/selfcare
Cloud-basedapps(telephony,
messaging,
backup)
Mobilebroadband
Internationalroaming
Financial(remittances,
paymentandtransfers)
0
10
20
30
40
50
60
S
hareofrespondents(%)
Other
Socialnetworks
Financialservices
Mediaand
entertainment
Automotive
Consumer
electronics
7/27/2019 The Future of MVNOs White Paper
12/12
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