引領(lǐng)5G世界的戰(zhàn)略C套件行動手冊

1、Contents HYPERLINK l _TOC_250002 About the research 3Client Foreword 4 HYPERLINK l _TOC_250001 Introduction 5Chapter 1: Unlocking 5Gs revenue potential 6Chapter 2: Moving towards a 5G-ready culture 8Chapter 3: The agility effect 10Chapter 4: Security in the era of 5G complexity 12Chapter 5: A regula

2、tory roadmap for 5G and government 13 HYPERLINK l _TOC_250000 Conclusion 14About the researchToday telecom operators are fortifying their 5G efforts by buying spectrum, filing patents and creating test labs to explore use cases. They are forging development partnerships with the likes of tower compa

3、nies, infrastructure and cloud providers, municipal authorities, broadcasters, manufacturers and software start-ups.Now their challenge is to move from experimenting with 5G technologies to developing viable business models. But what will the new revenue streams encompass and how will experimentatio

4、n be balanced with commercial strategy? What new mindsets, cultures and attitudes will 5G engender as partnerships across diverse sectors and backgrounds are formed? And, crucially, what security implications will arise?This briefing paper, written by The Economist Intelligence Unit and sponsored by

5、 VMware, presents a playbook for the telecom C-suite on how to harness the business opportunities that 5G will unleash and develop actionable strategies to gain a competitive edge. It draws on comprehensive desk research and expert interviews with the following telecom industry leaders and academics

6、:Alex Choi: senior vice-president of research and technology innovation at Deutsche TelekomLaxmi Akkaraju: chief strategy officer at GSMAJennifer Gill Didoni: head of Cloud Portfolio Management at Vodafone BusinessMischa Dohler: chair professor of wireless communications at Kings College London Emil

7、y Wasik is the editor of the report. The author is Adam Green.Foreword from VMwareSHEKAR AYYAREXECUTIVE VICE PRESIDENT AND GENERAL MANAGERTELCO AND EDGE CLOUDWhile telecom companies have been developing and piloting 5G technology for some time, the critical task now is to build the necessary infrast

8、ructureto underpin this technology and to establish commercial strategies to support the new revenue models that 5G will unleash. Across the 1G to 4G wireless connectivity evolution, telecom firms have primarily focusedon serving the needs of consumers by providing optimal data storage and voice cap

9、abilities. However 5G is slated to bring about entirely new business models and network connectivity services for enterprises and governments to add to consumer focused business models.The demand for 5G applications for enterprises has skyrocketed given the covid-19 pandemic. Many companiesIn additi

10、on to economic and agility benefits, these models can also enable new policy-driven security systemsto help prevent malicious influences. Carriers must ensure that security is built in as an integral part of their infrastructure rather than an additional afterthought.In the near-term, telecom provid

11、ers must decide whether they want to be industry leaders or industry followers when it comes to 5G implementation. While later adopters may well shield themselves from the forward investment that is needed to achieve 5G technology maturity, the companies that lead the transition will reap higher ret

12、urns in the long term. By positioning themselves ahead of the curve, they will not only gain industry recognition but are have had to adapt to the new businessnormal and virtualise their end-to- end operations and workforce. Edge computing Edge clouds will becomelikely to become market-makers and ma

13、rketplace owners of a portfolio of monetizable applications and services.While the full-scale deploymentof 5G infrastructure will undeniably require significant investment from telecom companies, approximately US$1trn,1 5Gs beneficial impact on businesses, economies and societies at large will signi

14、ficantly outweigh this up-front cost.In fact, the number of devices connected to the Internet of Things (IoT) alone is forecast to generate an approximate US$1.1trn in revenue by 2025.2Despite the various challenges telecom providers will face along their journey to 5G implementation, not only willt

15、he end destination pay off but it will fundamentally revolutionise how people live, work and connect with one another in the coming decade.increasingly popular for the creation and deployment of new applications for low latency, distributed computing. In order for telecom carriers to deliver the hig

16、h-speed, seamless connectivity that this new digital business landscape requires, they must shift from a siloed, “single hardware platform for singlefunction” mindset to a more collaborative, agile, software driven approach. Pivotal to this will be partnering with other innovative players in the spa

17、cefrom startups to developersto leverage application programming interface- based architectures for creating and launching cutting edge connectivity solutions at a faster rate than ever before.Telecom companies will benefit from taking a page out of the IT sectors playbook in terms of how they appro

18、ach cloud transformationby deploying new horizontal network infrastructures that integrate industry standard hardware with software-defined application models.With all the changes that companies have already had to adapt to in 2020, it is clear that the communications network infrastructure supporti

19、ngtelecom carriers globally is fast becoming a mission-critical architecturenotjust for consumer services, but also for mission-critical business services. Utilising this infrastructure, telecom carriers must collaborate with other industry players in order to launch the most optimal 5G solutions fo

20、r everycustomer segment. After all, their success with 5G implementation will hinge very much on how they tap their collective ingenuity to turn cutting edge ideasinto real business opportunities. Fast.Greensill, “Financing the Future of 5G,” 2019. HYPERLINK /whitepapers/financing- /whitepapers/fina

21、ncing- the-future-of-5g/GSMA, “Operators Must Look Beyond Connectivity to Increase Share of $1.1 Trillion IoT Revenue Opportunity,” 2018. https:/bit.ly/gsma-studyIntroductionFrom tech pilots to business use casesTelecom companies are much further along the maturity curve when it comes to developing

22、5G technologies than forming actual business strategies. A 2019 global survey of 46 chief technology officers at telecom companies foundthat most respondents had approved 5G piloting and technology strategies, but only 17% had a completed and approved commercial plan in place.12222575G pilot strateg

23、y542422Technology strategyA 2019 global survey of 46 chief technology officers at telecom companies found that most respondents had approved 5G piloting and technology strategies, but only 17% had a completed and approved commercial plan in place.Business case373924Operations and maintenance strateg

24、y433026Commercial strategy433917No strategy/early thoughtsFirst-draft strategyComplete and approved strategyFIGURE 1: The current status of 5G development* (%)Source: McKinsey, 20191*100% = 46 operators. Figures may not sum up to 100% because of rounding.The path to ubiquitous 5G implementation will

25、 require significant upfront investment to upgrade 4G networksespecially for small cells, the portable miniature base stations that provide network connections and the necessary large-scale fiberisation. Most of the 46 operators surveyed by McKinsey (72%) believe the shift to 5G will be expensive.2D

26、espite the industrys already-constrained budgets, the pressure to invest upfront means companies need to move quickly from creating tests and pilots to actually developing business models and strategies.McKinsey, “A 5G manifesto for the CEO”, February 2019. Available at: HYPERLINK /industries/techno

27、logy-media-and-telecommunications/our-insights/a-5g-manifesto-for-the-ceo /industries/technology-media-and-telecommunications/our-insights/a-5g-manifesto-for-the-ceoFerry Grijpink, Alexandre Mnard, Halldor Sigurdsson, and Nemanja Vucevic,“The road to 5G: The inevitable growth of infrastructure cost”

28、, McKinsey February 2018. Available at: HYPERLINK /industries/technology-media-and-telecommunications/our-insights/the-road-to-5g-the- /industries/technology-media-and-telecommunications/our-insights/the-road-to-5g-the- inevitable-growth-of-infrastructure-costChapter 1Unlocking 5Gs revenue potential

29、The telecoms industry has suffered several years of squeezed margins and stagnant revenues (see Figure 2). According to business consulting firm BearingPoint, mobile operators could have to wait between five and seven years before seeing 5G revenue streams.3While 5G handsets are already slated to la

30、unch within the next year, consumer revenue from these will not be enough to support business growth as companies must keep the costs of these handsets affordable enough to incentivise buyers to upgrade. Developing entirely new markets and business models are now mission-critical.1861821701661701671

31、66165B2C Revenue (EUR Million)20112012201320142015201620172018FIGURE 2: Telecom companies have faced stagnating revenuesRevenue growth in consumer services (ETNO perimeter), 2011-2018 (forecast)Source: European Telecommunications Network Operators Association, 20194Legacy telecom companies should no

32、w be positioning themselvesas leading innovators of the 5Gapplications of tomorrow.Fortunately, viable revenue and cost reduction models are attainable. “You cannot get around the investment that is needed to enable transition,” says Professor Mischa Dohler, chair professor of wireless communication

33、s at Kings College London. But he sees top- and bottom-line opportunities to recoup and profit, citing Japanese telco NTT Docomo and Finnish operator Elisa as two telecoms companies that have already reaped benefits from upfront investments in terms of cost-savings and new business opportunities.“In

34、 countries like China, the US and South Korea we are seeing companies move from use cases to launching them live,” says Laxmi Akkaraju, chief strategy officer at GSMA, the global mobile industry body. “Last year, they werent looking at revenue models yet. They were just trying to get use cases to wo

35、rk. Now, were seeing operators build proper business models.”In fact, one key revenue opportunity lies in the enterprise and business-to-business (B2B) sector5 as 5G will inevitably catalyse the emergence of new marketsfrom smart cities to connected vehicles. In the past, the role of telecom compani

36、es has been limited to mere infrastructure provision with start-ups creating disruptive business models “on top”, like Skype and WhatsApp.6 However, legacy telecom companies should now be positioning themselves as leading innovators of the 5G applications of tomorrow.Markus Aqua, “Bridging the gap t

37、o 5G revenue streams”, BearingPoint.Available at: HYPERLINK /en/our-success/insights/5g-revenue-streams/ /en/our-success/insights/5g-revenue-streams/European Telecommunications Network Operators Association, “State of Digital 2019”, 5 May 2019. Available at: https:/etno.eu/library/reports/22-annual-

38、economic-reports.html HYPERLINK /en/blog/2019/10/monetize-5g-and-iot-business-models /en/blog/2019/10/monetize-5g-and-iot-business-models HYPERLINK http:/www.bdo.global/en-gb/blogs/tech-media-watch-blog/september-2019/how-safe-is-telecommunications- https:/www.bdo.global/en-gb/blogs/tech-media-watch

39、-blog/september-2019/how-safe-is-telecommunications- companies%E2%80%99-trillion-dollar-5g-investment“For us, it is really about identifying key use cases for our customers and making sure that they are aware of the change thats coming along with the new possibilities that they could bring to life w

40、ith 5G capabilities.”JENNIFER DIDONIHEAD OF CLOUD PORTFOLIO MANAGEMENT VODAFONE BUSINESSThis will require looking closely at current and existing customer bases and educating them about what 5G means for their business. They should also identify ways to help companies realise the new revenue and cos

41、t control possibilities based on specific 5G advantages, whether it be near real-time data transmission (low latency), high throughput, device density or network flexibility.“For us, it is really about identifying key use cases for our customers and making sure that they are aware of the change that

42、s coming along with the new possibilities that they could bring to life with 5G capabilities,” says Jennifer Didoni, head of Cloud Portfolio Management at Vodafone Business. That outreach effort has led them into somesurprising areas. “An insurer might have no interest in low latency in the abstract

43、, but if its tailored to their reality they can better see the benefit, such as telematics technology atthe edge that can intercept to avert car incidents,” says Ms Didoni.Engaging the market might also require commercial reorganisation so that teams can go after the most promising revenue opportuni

44、ties. This stands in contrast to previouseras when the telecom companies saw themselves as responsible for simply building the infrastructure. “3G brought the introduction of the internet to mobile and 4G brought the ability to consume video,” says Ms Didoni. “The incremental uplift from 5G is targe

45、ted at specific verticals and use cases.”This could also require shifting sales teams towards more “verticalised” approaches. “5G is a step-change in specific applications. That alters the way we drive awareness among our customers, but also how we ourselves go to market with sales teams and organis

46、e around specific industry verticals,” says Ms Didoni.The quest for revenue should not just hinge on specific use cases, though. Just as 3G and 4G created new business modelsfrom streaming and on-demand services to the app economy5G will lead to entirely new market structures, says Alex Choi, senior

47、 vice-president of research and technology innovation at Deutsche Telekom. Of all 5Gs advantages, he believes the low latency benefits in themselves could spur new business models.“Currently we have two marketplaces,” he explains. “One is the device and software platform operating system on top, lik

48、e Google Android and Apple IoS. The other is the public cloud, led by the likes of Amazon Web Services, Microsoft and Google. Are these two marketplaces enough? Is there a possibility to create a new one for 5G?” Mr Choi says there is a ”high chance” that a third market will be established for missi

49、on-critical real-time applications and smart markets that leverage low latency along with domains in which everything is “intelligent and real-time”.REVENUE: Actionable strategies: Spend in the short term to generate return on investment (ROI) in the long term.5G is costly at a time when the industr

50、y is struggling with tight margins and competitive market conditions, but there is no way around the investment. Companies can make up for the outlay by reaping both top and bottom-line benefits. Carefully target industry verticals based on specific 5G benefits. Consumers will not constitute enough

51、of a new revenue stream to make 5G a profitable chapter: finding new models in the enterprise and public sectors is needed. Develop a methodology to calculate how each of 5Gs benefitslow latency, network flexibility and device densitycould address challenges or opportunities within verticals. This m

52、ight require changing corporate structures, such as organising sales teams around specific verticals like smart cities or manufacturing. Avoid fixating on specific use cases. Discover or create new marketplaces.Identifying viable revenue models will require telecom companies to look beyond their usu

53、al field of vision as mere infrastructure providers and to become insteadco-developers of tomorrows disruptive innovations. What will be the “streaming” or “App store” of the 5G era, and might telecom companies be the ones to build it?Chapter 2“We are implementing an approach of joint creation and p

54、iloting services with customers so that we are both building as we go, rather than selling them a fully productised, scalable version like before.”JENNIFER DIDONIHEAD OF CLOUD PORTFOLIO MANAGEMENT VODAFONE BUSINESSMoving towards a 5G-ready cultureAs 5G will considerably impact specific verticals lik

55、e manufacturing, mobility, cities and healthcare, telecom companies need to shift their mindsets and company cultures at-large.Firstly, they will have to work with partners with whom they have had limited previous engagement and whose culture might be quite different. Start-ups, for instance, are se

56、t to play a larger role in 5G because softwarethe entry barriers to which are lower than hardwarewill play a much bigger role in delivering tools and services.“The telco ecosystem now resembles the computing industry where it is layered up,” says Mr Dohler. “In computing, you have the laptop, hardwa

57、re, the operating system and applications running on top. These layers are decoupled and everyone is innovating on there. It is the same with 5G. A start-up could come up with a new feature and roll it out as a service in the ecosystem.”Yet telecom companies are struggling to transform their company

58、 culture enough to capture value from start-ups due to risk aversion, slow decision-making, rigid processes and tight governance mechanisms.7 However, it is imperative that they refresh their culture, embrace re-invention and experimentation and loosen their procurement and tendering protocols. The

59、culture of start-ups, from product development cycles to agile methodologies, is a far stretch from that which has typified telecom companies.One helpful approach is creating “5G labs” which operate like innovation workshops by adopting the start-up spirit of tinkering, hacking and co-creation. For

60、example, Vodafone built a 5G lab in Manchester, UK, to help start-ups build and design applications for 5G, says Ms Didoni. “It gives start-ups and tech companies access to 5G, Internet of Things (IoT), high- speed fibre and technical support so that they can start playing around with how the techno