Sdp Asia Workshop Sample
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Transcript of Sdp Asia Workshop Sample
1© 2008 Alan Quayle
Application Stores, Developer Communities, Content, Games and Widgets: Strategic
Market Review and Operator Opportunity / Risk Analysis
Alan QuayleBusiness and Service Development
www.alanquayle.com/blog
2© 2008 Alan Quayle
Landscape
Strategies &Action Plans
OperatorActivities
Opportunities& Threats
3© 2008 Alan Quayle
Morning Session
• 9.30 Market Landscape : Review The ‘Open’ Initiatives And Their Business Opportunities & Impact
– Joint Innovation Labs (Vodafone, Verizon, China Mobile and Softbank) Can a market of 1 billion customers ever be wrong?
– GSMA’s OneAPI (Network API specification based upon ParlayX) Will customers / application developers pay?
– OMTP's (Open Mobile Terminal Platform) BONDI (handset based API)Will this enable operator bypass?
– LiMo (Linux Mobile) and Android True open source versus a proprietary java virtual machine
– Web-centric initiatives such as Open Ajax Alliance and W3C widgetsConverging web and telco on the device
– Consumer electronics and OS platforms and strategies (e.g. Nokia Ovi, Apple App Store, etc) and the rise of internet retailers (e.g. Amazon.com – Kindle is just their first step!)
• 11.00 Morning Refreshments
• 11.30 Updates & Analysis On Telecom Operator Activities And Initiatives– O2 Litmus (open co-development community)– Orange Partner (leading example of a traditional operator developer community)– Telus’s success with OneAPI versus Three Australia’s challenges– Cricket’s MyHomeStore (widgets for all phones – the re-emergence of the ODP)– Telenor’s CPA (Content Provider Access) and Playground – the impact of a common API
across all operators within a country– Verizon AppZone – aggregating content through a single Storefront
• 12.30 Networking Lunch
4© 2008 Alan Quayle
Afternoon Session
• 1.45 Quantifying the Opportunities and Threats– Reviewing and quantifying the success of the consumer electronics (e.g. Apple
and Nokia) and operating system (e.g. Android and Microsoft) app stores versus the existing $31B mobile content market
What are the key learning points for operatorsWhat should / should not be copied?
– Within the app stores what are the opportunities and emerging bypass threats to the core revenue streams of voice and messaging?
– What is the revenue and margin potential?
• 3.15 Afternoon Refreshments
• 3.45 Moving Forward: Strategies & Action Plans– Do operators really need developer communities or is content ingestion
enough?– What should an integrated storefront strategy look like?– What are an operator’s differentiators?– Why should customer relationship management be part of that strategy?– Why will customers use an operator’s storefront?
• 4.45 Close of Workshop
5© 2008 Alan Quayle
Market Landscape
6© 2008 Alan Quayle
Structure
• App Store Ecosystem• Definitions• How JIL, W3C, OpenAPI, BONDI, AJAX, and SDP all fit
together• OneAPI and Telus• BONDI, JIL, Zembly, OneApp• Impact on the SDP• Apple• Nokia Ovi• Android• Developer perspective• Community Magic Quadrants• What an Operator must do
7© 2008 Alan Quayle
App Store Ecosystem
DirectRelationshipStore Front
DeveloperCommunity
Developers/ Content
Consumer Electronics / OS Store
DeveloperCommunities
DirectRelationshipStore Front
Operator Store
OperatorApps
StoreFrontDirectRelationshipStore Front
IngestionManagement
IngestionManagement
DeveloperCommunity
Store Front strategy is independent of access technology. Bottomline: corner stores still survive despite Walmart - because they know the customer and are convenient
8© 2008 Alan Quayle
Application EcosystemApplication or Content Developer
Dial2do
Application or Content Aggregator / Publisher
Sony
HP, Handmark, Operator, and Operator development community
Store specific aggregation
Operator (content standards) and possibly 3rd party (Device
Anywhere) and/or standards body (Symbian/Java)
Application ingestion approval / testing
Accenture, Operator, Volantis, Handmark
Application store infrastructure / backend operations (IT)
Operator
Application store brand, marketing and commercials
9© 2008 Alan Quayle
Definitions
• Widgets– User interface (rendered in browser)– 3 things: HTML, CSS, JavaScript
Though there are variations: e.g. Facebook defines FBML, FBJS
• Data Services– Back-end logic – running on a web-server
For example: JavaScript 1.6 including E4X (processing XML objects in JavaScript)
– Called from widgets or from other services
• API– Externally available value-added services
Generally a RESTful servicesDescribed by WADL(Web Application Description Language)
– Called from other widgets and services– Requires some entity to manage the security, policies and
quality of service (e.g. Mashery, or a mash-up server)
10© 2008 Alan Quayle
How it all Fits Together
Network
11© 2008 Alan Quayle
Bringing in the SDP – Will it be Bypassed?
NetworkNetworkNetworkNetwork
SDP
Client APIs will substitute some
network capabilities (e.g. location.) Policy and API
management can come from SDP
SDP can mash-up social network
APIs and communication
network policies / APIs (Zembly)
12© 2008 Alan Quayle
GSMA’s OneAPI
GSMA’s OneAPI provides a common network API across most popular API frameworks
13© 2008 Alan Quayle
Telus Provides a Useful Reference Case
Telus has focused on business services, with strategic partners.Accelerated service innovation from 4 to 40 services per year.
14© 2008 Alan Quayle
Mapping the Operator Developer Community Landscape
Enterprise App Consumer App
Enterprise IT Content
Three API
Cricket
Telus
BT Ribbit
AT&T
Vodafone Betavine
Sprint ADPVerizon
OrangeChinaMobile
TelenorCPA
Globe
Only Telus and BT Ribbit have a solid enterprise focus, Orange Partner, VDC and China Mobile are attempts at enterprise, they lack focus
15© 2008 Alan Quayle
Enterprise App Consumer App
Enterprise IT Content
Mapping the Consumer Electronics / Operating System Developer Community Landscape
Salesforce.comAppExchange
Sun
FacebookPalm
Nokia OviGetjar
AndroidHandango Samsung
MicrosoftiPhone
RIM
Apple recently executed a plan supporting enterprise app developers and internal enterprise IT developers (those who do not sell on the store)
16© 2008 Alan Quayle
Capabilities Application Developers Seek
• Single sign-on• Address Book API• Age Verification• Billing/Charging• Identity/Authentication• Location• Messaging• Profile API• File Browsing• Browser based API• Presence• SIP/VOIP/Call Control• Mobile Lookup• Connection status• Discoverability• Short codes• Plus lots and lots more……
8© 2008 Alan Quayle
Potential Telco API capabilities (from App Vendor Survey)
• Authentication & Single Sign-on• Presence (device, application, call state)
and Availability• Device Capabilities / Software• Location (accuracies and freshness),
Proximity, Heading, Speed• Preferences (policies or rules)• Context – a combination of presence,
location, device status, application status, meeting status (calendar), etc.
• Customer data (business intelligence)• Call Control• Messaging • Network address book• Group List Server (buddy lists)• Enterprise Mobilization• VoIP / SIP: tone insertion• Call Flow: ACD, IVR, CRM, Helpdesk• Charging / Billing• Call Log / Call events • Directory • Message Store
• Home Network Enabler• Content Delivery• Policy (Quality of Service)• IPTV enablers• IPTV STB enablers• Content Enablers• Collaboration Enablers• VoIP / SIP call control including invoking
supplementary services• Fulfilment and other BOSS capabilities• Digital Rights Management• Device Management• Local dial in number provisioning • Ringtone purchase integration• Video-ringtone platform• Subscription status• Mobile Video• CDR number frequency search• Calling Name dip
And the list goes on, much further on….. Prioritization is critical
High
Pop
ular
ity
Developers are excited about the many capabilities and information
an operator has available; but getting the community / business
basics is more important
17© 2008 Alan Quayle
Distribution Discovery
PredictableProcess
Clear Pathto Cash
Developers’ Problems an Operator must Solve
18© 2008 Alan Quayle
Operator Activities
19© 2008 Alan Quayle
Structure
• Vodafone Betavine• Verizon Developer Community• Orange Partner• Telenor Content Provider Access• Cricket Communications
20© 2008 Alan Quayle
Vodafone Betavine Analysis (Deep Dive)
21© 2008 Alan Quayle
Structure
• Betavine home screen and focus• Developer quotes• Community activity• Customer engagement• Developer perception• Vodafone’s application strategy and business model• Vodafone’s App Store strategy• Vodafone’s widget focus (obsession)• Home screen, App Store and MyWeb (widget engine)• Channels, partnering and sharing• Betavine going forward• Operator Impact
22© 2008 Alan Quayle
Cricket Communications: Phone-Top Experience
23© 2008 Alan Quayle
Cricket’s Phone Top Experience
HomeScreen is front and center of the customer’s phone experience, Services included incMyHomeScreen:• Website widget, and of course any website can be presented as a widget• Storefront widget for graphics, tones, themes, games or ringbacks. Here Cricket can aggregate a number of catalogs to present a unified storefront;• Account status widget to see the prepaid balance, call detail records, status of orders, etc; and• Of course the usual weather, news, gossip, entertainment widgets;
24© 2008 Alan Quayle
Cricket MyHomeScreen: On Device Portal Example
Cricket is an example of a phone-top experience that can work across all its
phones (Brew-based operator). Integrates both widgets and App Store.
25© 2008 Alan Quayle
Cricket MyHomeScreen
Store Front experience is the classic ODP experience covering tones, graphics and games
26© 2008 Alan Quayle
Cricket’s Impact on Operators• Cricket provides an example of the phone-top experience in
practice– Vodafone are only trialing, Cricket has deployed, Verizon will follow
Cricket’s lead– Operator must have a clear plan on how developers apps will be
presented in a phone-top experience
• Cricket does not have the scale to create its own developer community
– It will need to partner– Aggregates a number of existing Brew stores at present
• Its focused is on creating a simple, easy to use, front-and-center experience that can
– Educate ALL customers on the additional services Cricket can provide – Drive consumption of data services and content
• For more info on Cricket’s MyHomeScreen check out http://www.alanquayle.com/blog/2009/06/crickets-myhomescreen-shows-th.html
Cricket provides a deployment example of the integrated (app, content and widget) phone-top experience
27© 2008 Alan Quayle
Threats and Opportunities
28© 2008 Alan Quayle
Mobile Application Revenue could reach $6B by 2013, 2008 is was $118M (US), $240M (Global)
Broader Mobile Data Revenue breakdown by type of service, 2008-2014
Source: Pyramid Research Mobile Data Forecasts, Q1 2009
$6B Mobile application revenue is part of broader $46B mobile data revenue opportunity by 2013
29© 2008 Alan Quayle
Strategic Context: Re-engineering the Web
’90-’05Development of the
basic platform.
Focus on infrastructure, capacity expansion and mass
market connectivity.
<100kbps
’00-’10Focus on user
experience, open programmable systems,
connecting people.
Partner with media companies, social networking, advertising based models, IP
control and QoS.
<10Mbps
’10-’20Web becomes intelligent, understand / anticipates users needs – rise of the
‘trusted agent.’
Fundamental shift in business model, dumb or smart pipe? Question mark of operators’
role as ‘trusted agent.’
<100Mbps
Web 1.0
Web 2.0
Web 3.0
Era Date Characteristic Access Operator Implications
Can Operators become the Trusted Agent?
30© 2008 Alan Quayle
Strategic Context: Power of Devices drives Peer to Peer
Assumptions ShatteredFaster CPUs, 3D graphics
Massive storageHigh definition displays
Media centricSmartphone penetration >50%
Always OnlineMultiple PDP context
Multiple accessApplication driven
Web-centric
Intelligently ConnectedPush as well as pull
Pervasive P2PSmart UIs
Context aware
Intelligence is now at the edge
31© 2008 Alan Quayle
Critical Factor: Customer’s Perceptions are Changing
OtherVoice
Utility
Productivity
PIM
MultimediaBrowsing
Games
Messaging
Source: Nokia Smartphone 360 SurveyTime allocated to different applications
Applications are no longer ‘web’ or
‘telecom’ services –they’re just apps.
User doesn’t care if message delivered by SMS, MMS, IM
or email.
Subscribers are no longer ‘voice subscribers,’
they’re Internet subscribers – voice
is just an app.Access to
multimedia is no longer constrained
by the network
Mobile broadband starts to substitute fixed broadband
Voice makes up an increasingly small percentage of a smartphone’s usage, critical to embed such capabilities into other apps/processes
32© 2008 Alan Quayle
Strategic Context: Web-based Service Providers are Innovating Faster in Service Providers Core Business
And customers now expect this rate of innovation from their service providers
33© 2008 Alan Quayle
Strategic Context: Which means that…..
Operators must act now or become a dumb pipe
•Broadband is the growth engine for telecom.•Increasing access capacity increases web-service capabilities
•Broadband is an enablers for all services•Market boundaries diminish as customers expectations change.•Move from vertically to horizontally integrated
•Growth of Web 2.0 community services•“Freemium” models•‘Boiling Frog’expansion into voice
•Web 2.0 start to cannibalize telco’s services•Voice, messaging, IPTV•Multi-play becomes multi-access
Fixed and mobile Broadband is an enabler
Services independent of the network
Rapid usage growth and innovation
34© 2008 Alan Quayle
Why Operators are Considering SDPs
Access & Distribution
Intelligent Connectivity Applications ContentWholesale
Brokering
Utility access where differentiation is price and network quality.
Bit Pipe
Content and Service Provider
Smart PipeOpen access, controlled and monetized QoS, Billing, Data Mining, Capability Wholesale, Ad Broker
There will be no clear cut between the different scenarios, multiple business models and revenue modules will co-exist.
35© 2008 Alan Quayle
36© 2008 Alan Quayle
Fragmentation has Stifled and is now Killing the Industry
20,000 Phones750 Operators
25 OS375,000,000
**
37© 2008 Alan Quayle
Re-Launch
An Operator’s Product Development Process
Opportunity Identified
18-30 months
Market Research
Find Budget
New product development processLaunch
12-18 months
38© 2008 Alan Quayle
What’s Changed?
Expectations
39© 2008 Alan Quayle
What customers expect
6-12 months
Weekly
18-30 months
4 months
40© 2008 Alan Quayle
41© 2008 Alan Quayle
High StreetStores
SubsidizedPhones
NetworkControl
EcosystemControl
CustomerRelationship
Brand
BillingRelationship
42© 2008 Alan Quayle
Strategies and Action Plans
43© 2008 Alan Quayle
The Three Pillars of an Operators Application Strategy
Trusted AgentBilling, privacy protection, subscriber data management
Services Focus
Use all stores, operators sell
services!
Community Focus
Friends list should be your
Favs list
Contextually Relevant
Use knowledge of
customers
Operators must focus on what they’re good at – not what’s currently fashionable thinking
44© 2008 Alan Quayle
ServiceProvider
UtilityConnectivity
We’ve been talking about it for over a decade, but now its the customer that’s going to decide
45© 2008 Alan Quayle
I’ve recently completed an “IMS Status Report”
• Independent and quantified view of what is happening in the industry on IMS (IP Multimedia Subsystem),
– 137 interviews, 101 operators around the world– Operator and supplier case studies
• Key Findings– IMS remains niche, with only 8% of those operators surveyed deploying IMS.
Note, none of those operators have completed the conversion of their network, all considered it a 5-7 year process.
– Another 12% are in an extended field trial, which is characterized by services being launched on the IMS core, with in some cases paying customers; but a decision has not yet been made to commit to service migration onto the IMS core.
– IMS does not appear to be entering a period of rapid adoption, rather a linear growth in initial adoption over the next 5 years, with by 2014 about 32% of operators commencing an IMS deployment.
– Regionally, NAR (North America Region) provides the bulk of the growth in years 2010 and 2011, while EMEA (Europe Middle East and Africa) and APAC (Asia Pacific) regions provide the bulk of growth in later years.
– Lack of business case, lack of standards compliance and BOSS (Business and Operational Support System) integration were the top three barriers to adoption as identified by operators.
http://www.mindcommerce.com/Publications/IMS_Status.php