Product Type: Market Research Report
Published by: Analysys Mason
Published: December 2006
Product Code: R51-225Description Technological advances and regulatory changes have resulted in significantly lower barriers to entry in communications and entertainment markets. Established communications providers, faced with stagnating core revenues, are looking to extend their service portfolios in order to sustain future growth. At the same time, non-traditional players, particularly those with claims in hardware and software value chains, are extending their reach with as a result of the increasing ubiquity of IP.
There is an increasing amount of overlap between the portfolios of different types of player, and this challenges existing business models and promises to reconfigure some markets. In the telecoms industry, much discussion of the future revolves around talk of an ecosystem of co-operative partnerships but some areas of the communications market will be hotly contested as rivals vie for closer relationships with customers and for greater shares of revenue.
Opportunities for Non-traditional Players in Communications Markets identifies the major areas of contention in communications markets and discusses the strategies that non-traditional players can employ to maximise their role in the value chain. A key consideration in evaluating potential strategies is the nature of the opportunities on offer, which can take the form of core communications service revenues, threats to potential revenues as existing players extend their portfolios and incremental revenues created by new forms of communications usage.
The report analyses different service areas in turn: services enabled by connectivity, which are principally voice services but also include messaging, videocommunications and related applications, are examined in Chapter 2. The following two chapters look at content distribution markets: video content, including broadcast and on-demand services, is discussed in Chapter 3 and audio content is covered in Chapter 4. Many of the report’s themes are revisited in the concluding chapter, in which the positioning of the various types of player is assessed relative to the potential opportunities.
Opportunities for Non-traditional Players in Communications Markets answers your key questions:
- What are the major weaknesses in telecoms operator’s portfolios?
- What strategies can non-traditional players employ to maximise communications revenues?
- How is the communications value chain likely to evolve?
- Which players are best positioned to benefit from likely developments in the market?
Table of Contents
- 1 A new generation of players is targeting communications markets
- 1.1 There will be areas of conflict, as value chains are transformed by IP
- 1.2 New services are challenging traditional notions of community
- 2 The voice market offers abundant opportunities but limited returns for new entrants
- 2.1 Non-traditional players can leverage online communities to capture substitutive traffic
- 2.2 Voice applications currently promote both substitutive and incremental voice usage
- 2.3 Non-traditional players can use innovative business models to drive revenue generation
- 2.4 Reductions in data pricing mean that mobile VoIP is becoming more appealing
- 2.5 New contexts are opening up a long tail for voice services
- 3 On-demand content distribution has the potential to transform media markets
- 3.1 New forms of video consumption are likely to substitute increasingly for traditional broadcast media usage
- 3.2 The issue of net neutrality is central to outstanding questions about access to content
- 3.3 A diverse range of players is competing for access to TV and a new generation of viewing devices
- 3.4 The market for content aggregation is a large one but legacy interests are likely to prevail
- 4 Online players should consolidate their positions as distributors of audio content
- 4.1 Online players can capitalise on their strengths to dominate across fixed and mobile platforms
- 4.2 Music devices will be the objects of fierce competition
- 4.3 The market for aggregation and delivery of music is likely to be around USD4.3 billion by 2011
- 5 Fragmenting communications markets provide ample opportunities for non-traditional players
- 5.1 The big brands’ push for maximal online presence will necessitate a strong position in communications applications
- 5.2 Non-traditional players are well positioned to leverage the on-demand market
- 5.3 Vertically integrated business models are being squeezed
- 5.4 End-user devices can play a major role in the value chain
- 5.5 Retail brands should not be discounted
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- Actions
- List of figures and tables
- Figure 0.1: Revenues that could be lost to non-traditional VoIP services by the global fixed telephony market, 2005-11
- Figure 1.1: The communications market value chain
- Figure 2.1: Skype’s customer base, 4Q 2004-3Q 2006
- Figure 2.2: Quarterly fixed telephony traffic in selected markets at September 2006
- Figure 2.3: Global fixed and mobile voice spend, 2005-11
- Figure 2.4: Proportion of EU households equipped with at least one computer, December 2005
- Figure 2.5: The long tail
- Figure 3.1: Revenues from traditional and networked TV and video services, 2005-11
- Figure 3.2: Potential revenues from on-demand content aggregation, 2011
- Figure 4.1: Global music revenues, 2005-11
- Figure 4.2: Music download value chain
- Figure 4.3: Global market for digital music aggregation and delivery in 2011
- Table 2.1: Selected voice-enabled online services
- Table 2.2: Selected VoIP services offering interconnection to the PSTN
- Table 2.3: Selected VoIP-enabled end-user devices
- Table 3.1: Selected online video services
- Table 3.2: Selected approaches to TV and home networking
- Table 4.1: Selected music download service providers
- Table 4.2: Examples of high-end portable music players
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