了解电信运营商如何创新Word文档下载推荐.docx

1、Author: Emeka Obiodu, Carrie Pawsey, Jeremy Green Ovum is not liable for any perceived changes of meaning that may occur through translation, and that for the avoidance of doubt, the original English version should be referred to for any discrepanciesOvum不为任何翻译后可能造成的歧义负责，为避免疑义，任何意义分歧皆以英文原版为主。SUMMARY

2、 摘要In a nutshell 核心概念Since 2009, Ovum has tracked and analyzed more than 3,500 new service launches by telcos. In 2012 and 2013, we also completed in-depth case studies on the innovation activities of nine of the worlds largest telcos. This report extracts key insights and messages from this researc

3、h to provide recommendations to telcos on how they can innovate effectively. The insights gathered from these research projects highlight the pace and prolificacy of telco innovation activities. However, while there are many things that telcos get right on innovation, they often miss the big picture

4、, exaggerate the threat from over-the-top （OTT） players, and misunderstand the broader benefits of innovation.自2009年以来，Ovum跟踪和分析了电信运营商推出的3500多个新业务。在2012年和2013年，我们亦完成了对9个全球最大电信运营商创新活动的深入案例研究。本报告从这项研究中提取关键见解和信息，从而为电信运营商提供如何有效创新的建议。来自这些研究项目的见解突出强调了电信创新活动的速度和生产力。然而，虽然电信运营商做出了很多正确的创新举措，但他们往往会错过重点，夸大来自OTT

5、玩家的威胁，并对创新的众多好处有所误解。Ovum view Ovum 观点Innovation is a buzz word for telcos and could even be called a fad. While there is clearly a propensity to talk about innovation rather than doing it, its importance should not be understated. Telcos need to innovate to generate new revenues, implement cost-savi

6、ng measures, and nurture their brands. Telco innovation is often misunderstood as it is regarded as nothing more than a battle between telcos and the major OTT players, with telcos compared to the likes of Google, Apple, or startups such as WhatsApp. However, this misses the point completely. Innova

7、tion is about more than just new products and services, and no credible definition of innovation, whether in business or in academia, takes such a narrow view. Instead, as the Oxford Handbook of Innovation proclaims, innovation is the first attempt to put a new product or process into practice. 创新对于

8、电信运营商来说是一个流行词汇，并甚至可以被称为一时的潮流。尽管运营商显然倾向于空谈创新（而非真正开展实施），但创新的重要性不可低估。电信运营商需要通过创新来产生新收入，落实节约成本措施，并培育他们的品牌。 电信创新经常被误解-认为它只是电信运营商和主要OTT玩家之间的战争，比如跟谷歌，苹果，或诸如WhatsApp这样的初创公司相比。然而，这完全没有抓住要领。创新不止涉及新产品和服务；不可信的创新定义（无论是在商界或学术界）都持这样一个狭义的观点。相反，如同牛津创新手册所宣称的那样，创新是第一个尝试把一个新产品或流程付诸实践。Telcos continue to innovate in an e

9、ffort to build efficient infrastructure and develop business models to monetize this infrastructure. It is just a shame that this is not usually seen as innovation. However, this perception is beginning to change. As telcos such as Deutsche Telekom, France Telecom, Telefonica, and Telenor demonstrat

10、e, telcos have recognized the need to integrate cost reduction and optimization processes with their innovation functions.电信运营商不断创新以努力构建高效的基础设备并开发与之相关的创收商业模式。遗憾的是，这些举措通常不被视为创新。然而，这种看法正在开始改变。像德国电信，法国电信，西班牙电信，和Telenor公司所展示的那样，电信运营商已经认识到有必要将成本削减和流程优化与其创新功能整合。This new integrated view of innovation makes

11、 it necessary for telcos to adopt a more holistic metric for measuring their innovation activities. Ovum believes that telcos should use the notion of “net innovation benefit” which is made up of “net new revenues”, “net cost savings”, and “net non-monetary benefits” to measure the success of their

12、innovation activities. The advantage of this metric is that it unifies the traditional metrics used for new products, processes, and marketing initiatives. By using such a comprehensive approach to evaluating new ideas, telcos will be able to avoid the short-sightedness and misunderstandings that ha

13、ve underpinned some of their previous innovation activities.这种集成的新创新观点使得电信运营商有必要采取更全面的指标来衡量他们的创新活动。 Ovum认为，电信运营商应使用“净创新效益”概念来衡量创新活动的成功；该概念由“净新增收入”，“净节约成本”，“净非货币性效益” 构成。这个指标的优点在于统一了用于新产品，流程和营销举措的传统指标。通过这样一个全面的方法来评估新思路，电信运营商能够避免以前一些创新活动所出现的短视和误解。Another implication of this holistic view of innovation

14、is that it helps telcos to appreciate the importance of their networks as an innovation platform. No matter how much telcos try to diversify, their primary role will always be as carriers of voice, messaging, and data traffic. However, an efficient network that has been updated with new innovations

15、can be combined with innovative business models to continuously deliver value to telcos and their shareholders. As such, every new product that telcos launch will be an embellishment or enrichment of their core products. As Google （with advertising on search）, Apple （with devices）, and Microsoft （wi

16、th software） have shown, a well-crafted strategy can use additional, preferably low-cost, new products and services to supplement core products. When done deftly, these supplemental products can become a veritable shield for the core product.这种整体创新观点还有助于运营商理解网络作为创新平台的重要性。不管电信运营商怎样努力实现多样化，其主要作用始终是传输语

17、音，短信和数据流量。不过，已经通过创新升级的高效网络可以与创新商业模式相结合，从而不断为电信运营商和他们的股东创造价值。因此，电信运营商推出的每一个新产品都将点缀或丰富其核心产品。像谷歌（搜索广告），苹果（终端），微软（软件）所展示的那样，一个精心设计的策略可以使用额外的新产品和服务（最好成本较低）来补充核心产品。如果能够巧妙实施的话，这些补充产品可以名副其实地保护核心产品。Telcos will never have the resources to create or incubate all of the additional new products. As a result, the

18、y must effectuate a credible partnership agenda through which they can scout for new ideas, engage with partners, assimilate ideas, and capture value. Apple and Google have demonstrated how to use the app ecosystem to industrialize partnerships symbiotically. In contrast, some telcos have not realiz

19、ed the benefits of reciprocal partnership arrangements and still demand a 60% revenue share for new third-party services. The Apple/Google model is far more conducive to innovation and should be the gold standard for telcos to emulate. Ovum understands that partnerships and other innovation activiti

20、es involve risks, so we encourage telcos to create a culture that is receptive to risks and to strive to learn from their failures.电信运营商没有足够的资源来创造或孵化所有额外的新产品。因此，他们必须实行建立可靠的合作伙伴关系，从而与合作伙伴一起发掘新思路，吸收新想法，并捕获价值。苹果和谷歌展示了如何利用应用程序生态链来使共生合作伙伴关系产业化。相反，一些电信运营商还没有实现互惠伙伴关系所带来的效益，并仍然要求获取新第三方服务60的收入。苹果/谷歌的模式更有利于创新

21、，是电信运营商应该效仿的优质标准。 Ovum理解合作伙伴关系和其他创新活动涉及风险，所以我们鼓励电信运营商创造一种乐于接受风险并努力从失败中学习的文化。Key messages 关键信息 The nature of innovation has changed. The era of telcos as extensions of national R&D units is gone. It is now time for telcos to prioritize innovations （whether products and services, business models, or t

22、ariff strategies） that exploit the centrality of their networks. 创新的性质发生了变化。电信运营商作为国家研发单位的时代已经一去不复返。运营商现在是时候优先开展利用其网络核心的创新（无论是产品/服务，商业模式，或资费策略）。 Innovation is critical to telco survival. Innovation presents a much greater revenue opportunity than value-added services （VASs）, which accounted for less

23、 than 5% of global mobile revenues in 2012. Accordingly, telcos need to take a more comprehensive approach to evaluating the benefits of innovation. Using Google as an example, we encourage telcos to use innovation as part of an enrichment strategy. 创新是电信运营商生存的关键。创新比增值服务带来更大的收入机会；在2012年，增值服务在全球移动收入中

24、占比不到5。因此，电信运营商需要采取更全面的方法来评估创新效益。使用谷歌作为一个例子，我们鼓励电信运营商将创新作为扩充战略的一部分。 Support for innovation must come from the very top of the organization. Every telco needs its top management to provide leadership, vision, strategy, and resources for innovation. Such support provides the impetus for successful exec

25、ution and positions the telco appropriately to identify and plug capability gaps. Telcos must endeavor to have a good mix of people with creative, execution, and value-capture skills. In addition, they must employ people that have an intimate understanding of external innovation trends. 必须从组织高层开始支持创

26、新。每个电信运营商都需要高层管理人员为创新提供领导，愿景，战略和资源。这种支持为成功执行提供了动力，并恰当地推动电信运营商识别并弥补其能力差距。电信运营商必须努力争取拥有很好执行和价值捕捉技能，具有创意的一组混合人才。此外，他们必须雇用那些对外部创新趋势有深入理解的人才。 How telcos innovate determines what they innovate. Every telco must create the appropriate organizational processes and structure for innovation. A credible struct

27、ure must recognize the different roles that innovation plays in creating new products, business models, and marketing ideas. Telcos must also ensure that the structure balances creativity with value capture, strives to prevent internal inertia, and creates suitable channels for engaging in partnersh

28、ips. 电信运营商如何创新决定了他们的创新内容。每个电信运营商必须针对创新建立适当的组织流程和结构。一个可信的组织结构必须认识到创新在创造新产品，商业模式，和营销思路中所扮演的不同角色。电信运营商还必须确保组织结构能够保持创造力与价值捕获之间的平衡，努力防止内部惰性，并为参与合作建立合适的渠道。 Telcos must compete less and collaborate more. When comparing Apple and Googles approach to the app ecosystem with the efforts made by telcos, it is i

29、mmediately obvious why telcos never managed to gain a foothold in the market. Telcos were too selective when choosing partners and overburdened their prospective partners with unrealistic revenue expectations. 电信运营商必须轻竞争重合作。当把苹果/谷歌在应用程序生态链展开的合作举措与电信运营商的努力相比较时，我们将明显看到电信运营商从来无法在市场上成功站稳脚跟的原因。在选择合作伙伴时，电

30、信运营商太过挑剔，并向潜在合作伙伴提出不切实际的收入分成要求而使后者不堪重负。 The choice of metric influences how telcos innovate, but there are no uniform metrics for measuring innovation. Telcos should be wary of allowing metrics to drive their innovation agendas and should not dismiss the impact that luck and timing can have on the s

31、uccess of an innovation. Innovation metrics can be categorized into those that help telcos to check their positions, communicate their positions, confirm their priorities, and compel progress within the telco. 选择创新标准影响电信运营商如何创新，但市场上亦没有衡量创新的统一指标。电信运营商应对允许指标推动创新议程持谨慎态度，且不应排除运气和时机的影响。创新指标可分为帮助电信运营商检查自身

32、的地位，传达自身的地位，确认优先级，以及迫使电信运营商内部进步的几大类。 There will always be risks and failures involved with innovation. Telcos should adopt a “bounded risk” approach to innovation so that they can learn from their failures. They should also consider separating their network into “risk-accepting” and “risk-averse” layers so that they can be more receptive to risk. 创新总会涉及风险和失败。电信运营商应该采取“有限风险”的创新方式，从而能够从失败中汲取教训。他