Almost all major mobile operators
have announced initiatives for driving growth in the wireless M2M market over
the past few years. The results are now visible with the growth of
subscriptions and customers. As per Berg insight, the world’s ten largest operators
by revenue had 68.2 million M2M subscribers (representing 3% of their
aggregated base of total mobile subscribers) at the end of 2011, an increase of
around 38 percent YoY.
China Mobile is believed to have
emerged as the world’s largest provider of M2M connectivity during 2011, with
an estimated 14 million subscribers at the year-end. AT&T established a
clear leadership in the US with 13.1 million M2M subscribers, up 40 percent
year on year. Meanwhile Verizon Wireless’ M2M subscriber base increased
modestly to around 8.6 million. Vodafone held the number three spot with
approximately 9 million M2M connections, ahead of T-Mobile and Telefónica,
which ended the year with around 6–8 million M2M connections each. China
Telecom entered the top ten with around 4.5 million M2M subscribers, racing
ahead of Telenor, Sprint and Orange at 2.5–3.5 million connections each.
As per Global Information Inc. (An information service company partnering
with over 300 research companies around the world), M2M is a US$ 1.2
Trillion opportunity by 2020. The M2M opportunity is definitely large for
operators too and it not only promises a steady source of revenue from
connected consumer devices but also offers an entry into diverse sectors where
they can promote their bouquet of services. Telcos in turn need well defined
directions and strategies to conquer this burgeoning market.
At the same time, M2M market
development represents a very complex set of inter-related elements from the
business model, to the supply chain, to vertical applications, to ongoing
support challenges. Designing an M2M business involves optimizing all of these
elements. In this post, I would try and assess these challenges and deduce
certain critical success factors.
Lower Average Revenue per user (ARPUs): Since the amount of usage
of the connected devices is significantly lower than a regular user, the
realized revenue per user is much lower compared to the traditional mobile
business. The usage may vary but in most
use cases, the reporting of statistics will also be done over long periods of
time. Therefore, new revenue will be distributed over large numbers of
subscriptions.
Note that the there are
exceptions in case of video surveillance and video based use cases where the
data usage will be significantly higher.
Customized products and services: Telcos need to re-think and act
differently when designing M2M solutions. Products and services should meet the
exact requirements of M2M customers and include M2M tailored product and
service solutions, self care support, flexible billing/tariff models,
customized roaming arrangements depending on geographies of the customer, etc.
Special SIM cards: M2M imposes new future demands for SIM cards.
They not only need to be flexible for personalization and profiling, they
increasingly need to meet industrial grade of reliability, security and quality
of service.
Solution provider positioning: Like in traditional mobile business,
Telcos providing M2M connectivity are stuck in the usual dilemma - whether to
act as dumb pipe or provide additional services to enhance the overall customer
usage and experience.
Different operators follow
different approaches to the above problem and stay closer to one of the two
ends of the spectrum. Within this, while
some companies take a “defensive stance” focusing just on value-added services,
certain other operators have followed a multi-sided business model, acting as a
consulting partner for the end customers to resolve their key business issues
at hand.
Not only is the M2M market very
different from the handset market—but different M2M customers have very
different requirements. An operator's ability to respond to those requirements
directly affects the win rate. The idea is to develop solutions working side by
side with businesses along with all the process to create and deliver specific
final products to fulfill the businesses diverse needs.
In certain cases, it may not be
possible for a telco to take an end-to-end approach to the entire M2M market as
they do not have the full set of required skills. In such cases, partnerships
with other solution providers or system integrators will be the key to success.
Alliances: With world-wide requirements hitting center stage for
most global customers, an alliance between multinational operators is the
logical next step to provide seamless coverage in multiple continents. This
way, the companies can promote the sale of more M2M devices across various
verticals such as consumer electronics, automotive and energy. In addition, the
group of operators can also align to create more business models, new products
and services and reduce the time to market and operational costs.
The partners also benefit from
scale arguments when negotiating M2M devices, modules, API standardization and
M2M platform roadmap development.
Although, a single large global
alliance is missing, there are a few alliances cropping up in different parts
of the globe.
KPN, NTT DoCoMo, Rogers, Singtel,
Telefónica, Telstra and Vimpelcom have created one covering large parts of Asia
pacific and Europe. Another one is based on deals between Vodafone and Verizon.
While another large alliance covers multiple European and North American operators
like Deutsche Telekom, France Telecom, TeliaSonera, Everything Everywhere and
Sprint.
Critical success factors
Key success requirements for
cellular network operators’ wireless building M2M businesses will include:
• A Clear Strategic intent and direction: M2M must be on the road map for cellular
operators and requires a distinct strategy. With the M2M market still in an
emergent state, carriers need to act now and deliberately.
• Innovation is the key to success: It’s hard to foster technology innovation and
create new businesses at the same time. Focusing on new values - such as
extended communications infrastructure for M2M, new user experiences and
connected device component developments (such as new SIM cards formats for M2M)
are all examples of innovation that will help the market develop faster.
• Alliances and partnerships: The
focus should remain on the complete ecosystem and not on owning everything. No
single operator can achieve the R&D, implementation as well as system
integration. There are several players in various layers of the ecosystem and
the success can only be driven by alliances between various players. There are also many categories of partners to
work with, but determining which potential partners will be define the future success
of any player.