The Future of MVNOs White Paper

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The Future of MVNOs

Strategies to succeed with MVNOs

in Latin America

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Your global research partner


2/12 2012 Informa UK Ltd. All rights reserved. www.informatandm.com2

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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3/12 2012 Informa UK Ltd. All rights reserved. www.informatandm.com 3

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.



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



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


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




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


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.




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



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.



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.



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



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


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The Future of MVNOs White Paper

Documents

Transcript of The Future of MVNOs White Paper