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,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master style,Top right corner for field-mark,customer or partner logotypes.See Best practice for example.,Slide title,40 pt,Slide subtitle,24 pt,Text,24 pt,Bullets level 2-5,20 pt,Ericsson Confidential,Beyond traditional services,2008-04-02,*,Beyond traditional services:,the future of Telecom Industry,Giorgio Andreoli,Director Strategic Marketing,Ericsson South-East Europe,Telecom Forum-Sofia,2 April 2009,3 key messages,Telco is,a solid industry,it will emerge from financial crisis better then others,a key player for a sustainable economy growth,However,theres a long term risk of commoditization in the industry,Keep and reinvent Telcos leadership in innovation is key,Global economic crisis,Recovery expected somewhere in 2010,Source:EIU,Ericsson Group Strategy,Operators vs.stock index during crisis,8 largest operators in the world,S&P 500,Sprint Nextel,Telco and ICT key for a new growth cycle,Strong correlation between Mobile and BB penetration,and GDP per capita,Telco to play a fundamental role for a sustainable recovery from global financial crisis,Broadband penetration vs.GDP per capita,Source:,OECD 2008,Source:,WWF and ETNO,Impressive broadband growth,1 billion subscriptions in 2010,Source:Internal Ericsson,0,500,1000,1500,2000,2500,3000,2006,2007,2008,2009,2010,2011,2012,Subscriptions(million),Fixed,Mobile,Foundation for a mass market for multimedia services,Capital Intensity decline,Parallel to Telco profit pools exhaustion,traditional profit pools(voice,SMS)close to exhaustion,VAS far below expectations,need to identify,new growth engines,beyond MBB,Source:Ovum,Reuters,Ericsson,internal,0%,5%,10%,15%,20%,25%,30%,35%,40%,1980,1981,1982,1983,1984,1985,1986,1987,1988,1989,1990,1991,1992,1993,1994,1995,1996,1997,1998,1999,2000,2001,2002,2003,2004,2005,2006,2007,2008E,Capital Intensity(CAPEX/revenues),indicative,The changing value chain,Affecting industry players,Telco,operator,vendors,consumers,90s and before,today and the future,Telco,operator,vendors,evolved users,The richest companies are not only well prepared to face the financial turmoil but are also in a good position to take advantage of it!,Net Cash,=Cash&Cash Equivalents+Marketable Securities+Short-term Investments Total Debt Pension benefits,underfunded,Sources:,Reuters,Company,reports and Ericsson analysis,TLC operators,Over-the-top players,USD,Millions,Net cash position(Q4 2008),The,root challenge for traditional Telco,model,In a world dominated by data,traffic growth is not anymore correlated with revenue growth!,Time,Data dominant,Traffic,Telcos revenues,Voice dominant,Traffic,$,Apples app store has 0.8 billion app downloads,25.000 apps,800.000 SDK downloads,50.000 registered and paying developers,13.7 million iPhones plus 17 million iTouch sold.,over-the-top players revenues,Data dominant,traffic,vs.,Telcos revenues,decoupling,Operators strategy for growth,Address unexpoited profit pools,Sources:Ericsson analysis,various(2008),Localization and LBS,Payments,Identity,Reachability(advertising),A new Telco ecosystem for growth,VAS are not differenciators,VAS Interoperability is key for market development,interoperability requests hubnspoke model,i.e.a service broker infrastructure,if Telcos do not define an interoperable ecosystem,over-the-top players will do,.,topup,betting,IPTV,LBS,advertising,payments,Banks,MNOs,Service,Providers,Service broker,Utilities,FNOs,Other infrastructure&content providers,Media,Telcos joint initiative/,consortium,Conclusion,to keep and nurture innovation leadership is key for Telco industry destiny,
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