Understanding the needs of Asia–Pacific connected consumers

Understanding the needs of Asia–Pacific connected consumers
© Analysys Mason Limited 2015
WEBINAR
Understanding the needs of Asia–Pacific
connected consumers
Consumer preferences, OTT usage and
digital economy opportunities
Sherrie Huang and Satvik Singhania
MAY 2015

About the authors
Sherrie Huang (Research Programme Head, Asia–Pacific) is the lead analyst for Analysys Mason’s
Asia–Pacific research programme and is based in our Singapore office. Her research covers the
entire Asia–Pacific region, and includes market data and forecasts as well as reports on trends in the
region. Sherrie has extensive expertise in fixed and mobile services and has covered the telecoms
industry from various angles, including strategy, market sizing and forecasting, end-user case
studies, cost modelling and regulatory issues. She previously worked at IDC, Ovum and ZTE in
various Asia–Pacific countries. Sherrie has a Master’s degree in computer science from the
University of Singapore and a Bachelor’s degree in Electrical Engineering from Xiamen University,
China. She speaks Cantonese, Hokkien, English and Mandarin.
Satvik Singhania (Analyst) joined Analysys Mason in 2012 as a Research Analyst in the Singapore
office and works on our Asia–Pacific research programme. He has taken part in and led a number of
key research projects as well as been involved in examining and forecasting the overall size of the
telecoms market in developed and developing Asia–Pacific and producing market reports for various
Asian countries. Before joining Analysys Mason, Satvik was a strategy and risk management
consultant at Dragonfly, where he oversaw a number of projects in alternative energy investments for
an oil major. Satvik has a degree in Economics and Finance from the Singapore Management
University.
2

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3

 China
 Bangladesh
 India
 Indonesia
 Malaysia
 Pakistan
 Sri Lanka
 Thailand
 Vietnam
We divide Asia–Pacific into two regions – ‘DVAP’ and ‘EMAP’;
this is how we define them
Emerging Asia–Pacific (EMAP)Developed Asia–Pacific (DVAP)
 Australia
 Hong Kong
 Japan
 Singapore
 South Korea
 Taiwan
Forecast individually Part of region Not in region
New in 2015:
Philippines
4

Agenda
 About Asia-Pacific connected consumer survey
 Asia-Pacific connected consumer preferences
 Four key shifts to align with customers’ needs
 OTT threat and strategies
 The digital economy opportunity
 Key implications
5

Agenda
6

Analysys Mason uses several different modes of primary research
to get a rounded view of consumers
Passive device monitoring
 Best way to get unbiased
data on real-world
smartphone usage
 Extremely granular
Online questionnaires
 Best for getting a full ‘day
in the life’ view of
services, devices and
content that consumers
use
 Important for assessing
preferences and future
plans
On-device questionnaires
 Provide a targeted set of
data in context – for
example, tablet users are
answering questions
about tablet usage
directly on the device
 Used for Connected
Consumer in Asia
A combination of all types of research achieves multiple objectives
7

The Connected Consumer Survey 2015 covers
15 countries and 22 000 respondents
 Focused report for Asia–Pacific:
The Connected Consumer Survey
2015: Asia–Pacific
 Focused reports for the Middle East
and North Africa, and South Africa.
 For Europe and the USA, also cover:
 video consumption
 wireline customer retention
 bundling strategies.
 22 000 respondents in:
 Indonesia, Malaysia, South Korea
 France, Germany, Poland, Spain, Turkey, UK, USA
 Morocco, Qatar, Saudi Arabia, South Africa, UAE.
 Key topics:
 multi-device usage
 smartphone usage evolution
 mobile and OTT communications
usage and disruption
 mobile customer retention
 mobile commerce, finance, health
and fitness services.
8

Our APAC panel is designed to represent the mobile Internet
‘mainstream’ population
South Korea
(sample size = 1629)
Malaysia
Indonesia
Source: Analysys Mason, 2015
45
Questions
?
6500
Respondents
3
Countries
Conducted on handsets
9

Agenda
10

Competition is intense and consumer loyalty to mobile
operators is low in Asia–Pacific
Figure: Length of time respondents have been with their
current mobile operator, by country or region [Source:
Analysys Mason, 2015]
Question: “How long have you been with your present
mobile phone provider?”; n = 3000.
 The level of consumer loyalty to mobile
operators in Asia-Pacific region is much
lower than the worldwide average:
 Asia–Pacific is a highly competitive
market
 Postpaid contracts help reduce
customer churn, while in a number of
emerging markets, prepaid dominates.
 Only 29% of respondents in Asia–Pacific
have never switched operator, compared
with 37% worldwide. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Indonesia
Malaysia
SouthKorea
Asia–Pacific
Worldwide
Percentageofrespondents
<6 months 6–12 months 1–2 years
2–3 years 3–4 years >4 years
29% 37%
Note: For details, please refer to report The ConnectedConsumer Survey 2015: Asia–Pacific
and The ConnectedConsumer Survey 2015.
11

1
2
3
4
5
6
7
8
9
10
Reason South Korea Malaysia Indonesia Asia–Pacific
Family and friends
have same provider
Better network coverage than
other providers
It has a faster mobile network
Price of mobile data
To get the best deal on
a specific handset
Brand and image
Price of voice and messages
To get 4G LTE
Loyalty scheme
None of the above
Improving customer retention requires us to focus on
what they look for next…
Table: Main reason for joining current mobile operator (by importance)
Question: What attracted you to this provider? [Select the top three reasons]?
Least
important
Most
important
2 1 2 2
1 3 3 1
3 2 1 3
4 5 4 6
5 4 5 10
6 8 7 4
7 6 6 7
8 7 8 5
10 10 10 8
9 9 9 9
1 2 4 1
7 1 1 2
6 3 2 3
8 4 3 4
2 5 6 5
3 6 7 6
9 8 5 7
5 7 8 8
10 9 9 9
4 10 10 10
$
$
$
$
12

…also improving customer retention requires us to
focus on why people leave
Figure: Reasons given by respondents for leaving their previous operator [Source: Analysys Mason, 2014]
0% 5% 10% 15% 20% 25%
Wanted a particular handset
Wanted a particular package
Poor customer service
To be on same network as others
Other
Poor data speed
Price
Poor coverage
Percentage of respondents
$
13

Multiple-SIM usage is prevalent in emerging markets,
increasing the division of the operator–customer relationship
Questions: “How many different SIM cards do you have?”; “Do you own any handsets that can use more than one SIM card
at the same time?”; and “What key factor motivated you to leave your previous mobile provider?”; n = 3000.
Table: Percentage of respondents use more than one SIM and use a multiple-SIM handset, by country [Source: Analysys
Mason, 2015]
Indonesia Malaysia South Korea
Use more than one SIM 73% 46% 19%
Use a multiple-SIM handset 58% 35% 18%
 Multiple-SIM usage is prevalent in middle-income economies, such as Malaysia and
particularly in Indonesia. That includes not only using more than one SIM, but also using
multi-SIM handset.
 Driven by the fast-growing take-up of smartphones, the amount of money spent on
handsets, relative to that spent on services, is moving in favour of handsets.
 This is a further division of the operator–customer relationship. That means threats to
incumbent/primary SIM but opportunities to market challengers.
14

Multi-device usage is now very common, further
fragmenting consumer demand…
Figure: Device ownership in Indonesia and Malaysia [Source:
40%
22%
6%
32%
Handset only
Handset and PC
Handset and tablet
Handset, PC and tablet
Multi-device ownership is taking off
in Asia–Pacific, which leads to more
opportunities for those devices to
disrupt and be connected to
someone else’s network.
38% 54%
of respondents
had a tablet
of respondents
had a PC
MULTI-DEVICE USAGE
15

…also the relative importance of devices to services is
changing in favour of devices – particularly in emerging Asia
Figure: Relative spend on mobile services and devices per
year [Source: Analysys Mason, 2015]
Figure: Selected metrics that indicate relative spend on
devices and services (USD) [Source: Analysys Mason, 2015]
South
Korea
0
50
100
150
200
250
300
0 250 500 750
Handsetspend(USDperyear)
Mobile service spend
(USD per year)
Malaysia
Indonesia
South
Korea
Malaysia Indonesia
Median
service
spend per
month
59 31 9
Median
handset
spend
500–700 300–500 100–150
Median
handset
duration
30
months
24
months
18
months
Handset
to service
spend ratio
0.4× 0.5× 0.8×
16

Agenda
17

There is potential to monetize high network KPIs such
as high speed, particularly in emerging markets
Figure: When you next change your contract or
handset, would you be prepared to pay extra for 4G
LTE? [Source: Analysys Mason, 2015]
 Subscribers that did not yet have LTE were willing
to pay more for it particularly in EMAP – Direct $
 Faster data speed will lead to higher usage of
mobile Internet service – Indirect $.
 This overall price willingness includes the cost of
the handset, which means that much of the
revenue increase will be lost to handset vendors.
0%
20%
40%
60%
80%
100%
South
Korea
Malaysia Indonesia
Yes (>USD6 per month)
Yes (USD3–6 per month)
Yes (<USD3 per month)
No
Figure: What would make you use your mobile Internet service more?
[Source: Analysys Mason, 2015]
0% 20% 40% 60% 80%
South Korea
Malaysia
Indonesia
Cheaper price
for data
Higher data
allowance
Faster data
speed
18

Market education and service availability need to be improved
to maximize high-end service adoption in emerging markets
 Educating customers about high-end
services and its benefits is a challenge
for mobile marketing teams. Consumers
are easily confused about whether they
have the service and what the marketing
messaging means.
 About 35% of respondents in Indonesia
and Malaysia did not know what LTE is.
Operators that are going to offer LTE
services need to make sure that the
market is ready before the launch.
 Nearly 40% of consumers in Malaysia
and Indonesia know what LTE is, but do
not have it. Operators need to
understand why and find a better way to
serve them.
Figure: Awareness and adoption of LTE, by country [Source:
Questions: “Do you know what 4G LTE is and do you have
it?”; n = 3000; and “What would make you use your mobile
Internet service more? (choose more than one)”; n = 3000
0%
20%
40%
60%
80%
100%
No, I do not know
what it is
No, but I have
heard the term
Yes, I know what
it is but I do not
have it
Yes, and I have a
4G LTE mobile
service already
19

0%
20%
40%
60%
80%
100%
Bundle
Channel
Bundle
Channel
Bundle
Channel
MENA Europe/USAMalaysia/ Indonesia
Third-party channels Operator channels
Handset not bundled Handset bundled
Working closely with handset vendors and exerting more
influence in the value chain to remain relevant
 Our survey shows that operators in Asia–
Pacific – or at least Indonesia and
Malaysia – are very involved in handset
retail channels.
 The gap between “handset bundled”
and “operator channel” indicates the
operators’ relative success in selling
handsets outside contract bundles.
 Operators can potentially mitigate multi-
SIM and multi-device disruption by:
 Exerting greater control over sales
channels and device manufacturers
 Controlling and influencing the device
choice and reduce churn
 Gaining a share of device revenue from
bundled plans and being handset
channels
Figure: Handset origin and bundling options [Source:
MENA
Europe and
the USA
Malaysia and
Indonesia
20

South
Africa
Saudi
Arabia
South
Korea
UAE
Qatar
Morocco
Malaysia
Indonesia
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0% 10% 20% 30% 40% 50%
thatratedthepriceofmobiledataasimportant
Percentage of respondents that rated the price
of voice and messaging as important
Middle-income countries
where the importance of
data is increasing
Advanced high-
demand users are
in the minority
Users are not particularly
interested in mobile data
Not price sensitive and
demands are catered for
The importance of price has shifted from voice and messaging
to data; Price fine-tune is necessary if not yet done
 The relative importance of the price shifts
from voice and messaging to data. 1
 Three APAC countries are categorised
into three distinct groups.
 This reflects a potential problem for
operators in less advanced markets:
differentiation will be increasingly based
on factors such as devices and value-
added services rather than price per unit.
 For many countries in APAC, the
importance of data is ascending and
operators must adjust marketing
messages and fine-tune tariffs to
emphasise mobile data.
Figure: The price of mobile data VS that of voice and messaging, as
important when selecting provider [Source: Analysys Mason, 2015]
Question: “What attracted you to this provider?”; n = 8000.
1 These numbers must be viewed within the context of the panel,
which was representative of mobile Internet users in each
country. This obviously increases the importance of mobile data
among our respondents relative to the population as a whole.
Note: For details, please refer to report The ConnectedConsumer Survey 2015.
21

Extending connectivity plans with an emphasis of data can
help incumbents to remain relevant via primary SIM
Figure: Types of multiple-device tariff structure [Source: Analysys Mason, 2015]
Pricing Type of plan Shared element Examples
Monthly
device or SIM
connection
charge
Multiple-device (extra
SIM for second and
more devices, such as
tablet or ‘MiFi’)
 Data allowance
 Sometimes include voice
and messaging services
 CSL Mobile (Hong Kong)
 Maxis (Malaysia)
 M1 (Singapore)
Multiple-user (also
called ‘family plans’)
 Data allowance
 Voice and messaging
services
 Some offer discounts for
multiple lines
 Airtel (India)
 SingTel (Singapore)
 Starhub (Singapore)
No monthly
device or SIM
connection
charge
Second SIM for
mobile broadband
 Data allowance  CSL Mobile (1O1O) (Hong
Kong)
 SmarTone Mobile
Communications (Hong
Kong)
22

Seamless multi-screen is an expectation and it helps to
consolidate fragmented consumer demand across devices
 Consumers are increasingly using
multiple devices to access OTT video
content.
 Consumers now watch video on an
average of 3 device types.
 OTT video services have also affected the
viewing habits of respondents, and the
most important shift is in the device types
used to access this content.
 Part of TV’s high usage is because
consumers are plugging devices into TVs.
 If a service provider can offering video
services across major platforms, it will
offer the convenience that consumers
long for, and improve service stickiness.
Figure : Device types used to access paid-for OTT video
services, 2012 and 2014 [Source: Analysys Mason, 2014]
Question: “Which of the following devices do you use to
watch videos through an online video rental service or
download-to-own video service?” n = various.
0% 10% 20% 30% 40% 50%
Other device
Console
Handset
Desktop PC
Tablet
Laptop
TV set
2012 2014
23

There is monetization potential for high KPIs, e.g.
higher speed, among high-end consumers
Evolve the service wrap and VAS (content, OTT,
etc.) to meet the demands of different segments
Extend the connectivity and VAS to more SIMs,
devices and platforms
Form partnerships that might help, such as
content providers, handset vendors and OTT
Four key shifts that operators may consider to align their
offerings with customers’ needs
24

Agenda
25

Smartphones are bringing a variety of communication
services into competition; legacy services must compete
Figure: Penetration rates of various communication
services on smartphones
0% 20% 40% 60% 80%100%
Video call
Twitter
VoIP
IP messaging
Social networking
Email
SMS/MMS
Mobile voice
Percentage of panellists
2013
2011
Use Data
Services
 27% IP Messaging
 11% VoIP
 14% Video Call
 –3% SMS
26

Traditional communication services have come under
increased pressure from OTT, especially in DVAP
Figure: SMS revenue (total) and volume (per handset)
Figure: Voice revenue (total) and MoU (per handset) [Source:
0
50
100
150
200
250
300
350
0
50
100
150
200
250
2009 2013 2018
MoU(minutesperconnectionpermonth)
Reveune(USDbillion)
EMAP DVAP
EMAP DVAP
Voice revenue:
Voice MoU:
0
20
40
60
80
100
120
0
5
10
15
20
25
30
2009 2013 2018
Volume(SMSperhandsetpermonth)
Revenue(USDbillion)
EMAP DVAP
EMAP DVAP
SMS revenue:
SMS volume:
27

Consumers use messaging apps over SMS for the user experience;
it’s not all about price (free SMS is wasted)
28
<3%
Percentage of users who do not
use OTT messaging services
having tried it at least once
28

VoIP is not providing a compelling reason to convert usage
from voice minutes
 VoIP has yet to convince most users to
convert voice minutes in the same
manner as they’ve done with SMS.
 Price considerations were the foremost
reason for not using VoIP apps on their
smartphones, followed by user
experience
 Operators have increasingly offered more
voice minutes to consumers and this
seems to have largely worked so far.
 This though is not sustainable, and
operators will have to compete on user
experience as VoIP services get better
with improved networks.
Figure: Reasons stated by tablet and PC VoIP service users
for not using VoIP services on handsets, 2012 and 2014
[Source: Analysys Mason]
Question: “Why don't you use a VoIP application on your
mobile phone?”; n = 448.
0% 20% 40% 60%
Unsure
Other
Trust
Too complicated to set up
Not reliable enough
No benefit seen
To limit data usage
Sufficient minutes in contract
2012 2014
Price
User
experience
Trust
29

VoLTE and operator-led VoIP may help operators to protect the
voice business
Figure: Usage of OTT communication services, by country [Source: Analysys Mason, 2015]
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
South Korea Malaysia Indonesia
Messaging File sharing Free voice calls Paid-for voice calls Voice messages Video calls
Question: “Which of the following features do you use on your communications app? Tick all that apply”; n = 3000.
30

Player Core
business
Feature set Comms
business modelVoice Messaging Video Location Social
Hardware Indirect
Advertising Indirect
Advertising Indirect
Software
licensing
Moving to indirect
Communication
services
Direct
Content
distribution
Indirect
MNOs
Communication
services?
Direct
Key consideration for operators: Understand/anticipate the
strategies of other players in the value chain
Figure: Communication services business models [Source: Analysys Mason, 2014]
Operators’ standalone value
proposition looks weak
Value of communication services
increasingly co-opted
31

Strategy Objectives Examples
Block OTT services  Prevent OTT becoming mainstream
 Potentially gain value from high-end bundles
 Pakistan (Sindh
province)
Stimulate usage  Defend legacy communication services
 Buy time
 Chunghwa Telecom
(Taiwan)
Launch ‘telco OTT’
services
 Differentiate own services
 ‘Retain relevance’ as a communications
provider
 LG Uplus
 Airtel (India)
Launch IMS-based
services
 Improve operator portfolio
 ‘Retain relevance’ as a communications
provider
 SK Telecom
Partner with OTT
players
 Appeal to attractive market segments
 Support core data business with move to
bundles
 3 Hong Kong,
 DiGi (Malaysia)
 Globe Telecom
Operators are responding with a variety of approaches
32

The current status of next-gen initiatives varies considerably
by region
Figure: Number of live next-generation communication service initiatives at June 2014, by region [Source:
Analysys Mason]
0 10 20 30 40 50
Partnership
Telco OTT
RCS (IMS)
VoLTE (IMS)
Number of initiatives
SSA MENA EMAP DVAP
LATAM NA CEE WE
33

Operators and OTT players can benefit in many ways from
each other and co-exist for greater opportunities
Customer
acquisition
Operator
grade
services
Operator
billing
Local
knowledge
Decreased
churn
Customer
acquisition
Revenue
share
Consumer
data
Benefits to OTT players Benefits to operators
34

Agenda
 Mobile data monetization strategies
35

The definition of the digital economy is actually simple
 The goods and services within the digital economy can be broadly grouped as:
 intrinsically digital – streaming video, ebooks, computing services, Facebook
 substitutes for established equipment and services – virtual private
communications networks, security services, virtualised PBXs
 the marketing and sales of physical goods – Amazon, eBay, Alibaba.
 It also includes the role of governments in the development of infrastructure,
services, and the enablement of people and of social and economic enterprise.
The ‘digital economy’ is all economic activity mediated
by software and enabled by telecoms infrastructure.
36

One of the big problems is getting your CFO to sign off on a
model that does not follow telecoms norms
Figure: Indicative revenue growth for telecoms and digital economy initiatives [Source: Analysys Mason, 2015]
0
1
2
3
4
5
6
0 1 2 3 4 5 6 7 8 9 10
Revenue
Time
Traditional telecoms Digital economy
37

Key Acquisitions
Amobee (USD321m)
Adconion (USD209m)
Kontera (USD150m)
Advertising
mEducation
More and more Asian operators are launching separate
business units to focus on new digital service streams
SK TELECOM: SK PLANET
In-house technology development
strategy
1
GROUP DIGITAL LIFE
Aggressive acquisition strategy:
SGD2 billion was set aside
2
SK TELECOM
SINGTEL
Comm.
& Social
T-Cloud
Video
Music
T-store
LBS
Market
Place
Digital
Advertising
Key Acquisitions
HungryGoWhere (SGD12m)
Eatability (USD6m)
Local
Content
Next Gen
Interactions
GamingmCommerce
38

Cloud-based services lead in Asia–Pacific, followed by mobile
financial and health services
Asia–Pacific Figure: Distribution of initiatives [Source: Analysys Mason DERI Tracker]
Mobile health
Mobile financial services
Mobile education
Smart homes
Mobile commerce and advertising
Cloud-based services
Mobile agriculture
Mobile identity and security
Venture capital – accelerator
Key:
18%
20%
8%
2%
15%
24%
4% 9%
APAC:
116
initiatives
Cloud-based
services
Mobile financial
services
Mobile health
Mobile
commerce and
advertising
39

Case study: Easypaisa (Telenor Pakistan)
One of the leading mobile money services worldwide
40
June 2014
The Sindh government started
distributing funds to over 400 000
girls for their education through
Easypaisa, instead of through the
old manual system, which had led
to a lack of accountability.
December 2014
The Punjab government will
distribute Zakat (monetary benefit
to poor) through Easypaisa,
instead of through the old banking
system, starting in 2015.
GSMA AWARDS 2014 – WINNER
• Best NFC/mobile money product or service
• Best mobile product or service for women in
emerging markets
BILL AND MELINDA GATES FOUNDATION
• Recognised by the foundation in February
2012 and received a grant of USD6.5 million.
MOBILE MONEY TRANSFER AWARDS 2010
DUBAI – WINNER
• Best mobile money transfer entrant of the year
WORLD BANK, CGAP (CONSULTATIVE
GROUP TO ASSIST THE POOR) 2012
• Third largest mobile financial service worldwide
40

Addressed a major issue in the country by filling the gap
41
<20% bank penetration of adults in
Pakistan
Opportunity: Problems faced by people
Long
distances
Long
queues
Limited
working
hours
Telenor Pakistan
Work to your strengths
Distribution Branding Marketing
Tameer Microfinance Bank
Compliance Operations Management
1
2
SERVICES:
• P2P domestic Utility bill payments Merchant payments
• International remittance Air-time top-up Charitable donations
• Life insurance scheme Micro insurance scheme
VISION:
Financial inclusion in Pakistan
41

The largest branchless banking service in Pakistan
42
Milestones and achievements
6 million monthly users
>50 000 agents and shops (800 cities)
1
3
2.8 million registered mobile accounts
2
~400 000 transactions per day
4
Moved 1% of Pakistan’s GDP in 2013
2010 2012 2014
Outlets
Txns/day
11k 20k 50k
20k 160k 400k
Revenue
share
0.4% 2+%
2 percentage points
out of 5.4%
Easypaisa’s contribution to
Telenor Pakistan’s year-on-year
revenue growth in 3Q 2014
Txn Amt
(PKR)
10b 120b
42

Understanding the investment involved, and setting and
managing realistic expectations, are critical to success
Figure: Key stages in the lifecycle of an m-payment consumer [Source: Analysys Mason, 2015]
New subscriber
First-time users
Active user
Non-active user
 Marketing
 Registration
 Know your
customer
None
 Ongoing
marketing
 Education
 Subsidies for
service use
Low
 Account
management on
platform
None
 Ongoing
marketing
 Education about
new services
Medium/high
Revenue
opportunity
Key costs
4–6 months
43

Mobile health: good penetration levels of apps as nearly 60% of
people pay for their own healthcare insurance; strong potential
Figure: Respondents with medical insurance, and insurance payment
bearers [Source: Analysys Mason, 2015]
Figure: Respondents who use healthcare or fitness apps, by country
0%
10%
20%
30%
40%
50%
60%
South Korea Malaysia Indonesia
Fitness (steps, heart rate) Nutrition (diet, calories)
Wellness (sleep, posture) Medical reference
Medical condition management Use some fitness/health app
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Indonesia Malaysia South Korea
Yes, I pay Yes, family pays
No, I pay when needed Yes, employer pays
Yes, someone else pays No, healthcare is free
No, for another reason Unsure
44
Question: “Do you have private healthcare
cover/insurance?”; n = 3000.
Question: “If you use health or fitness apps on your mobile phone,
what do those apps track? (select all that apply)”; n = 3000

Agenda
45

Operators face multiple pressure points against a background of
increasing competition
46
Telecoms
operators
Increasing
importance of
handsets
Increasing
competition
from other
operators
Increasing
operational and
financial
pressure
Non-
traditional
competition
Multi-device
and high
handset
spending
Multi-SIM
Customer demand for
better network quality
and higher data speed
Core business
cannibalised by
OTT
46

Recommendations for Asia-Pacific operators
Offering extending connectivity plans with a data focus
Providing multi-screen service wraps that serve across devices and platforms
Gaining greater control of device sales channels and manufacturers
Leveraging pricing and customer experience to mitigate voice revenue erosion
Determining a holistic OTT strategy that fits
Investing in digital economy solutions such as mobile finance and healthcare
47

Our Connected Consumer survey helps us to, in particular, focus on
key pain points for operators
TMT
INDUSTRY
DYNAMICS
Positioning
for the digital
economy
Monetising
data services
Maximising
operational
efficiencyReducing churn
and acquiring
customers
Leveraging
next-generation
and virtual
networks
 Understanding customer
appetite for digital economy
services and current take-up
(covered in our digital economy
presentation).
 Tracking the fragmentation of
the consumer relationship
(devices, SIMs, OTT services).
 Understanding why people
churn, and their priorities.
 Willingness to pay.
Areas where primary research can
help significantly
Note: For details, please refer to report The ConnectedConsumer Survey 2015: Asia–Pacific:
http://www.analysysmason.com/Research/Content/Reports/connected-consumer-APAC-Apr2015-RDRP0/#28%20April%202015
48

Contact details
Sherrie Huang
Research Programme Head,
Asia–Pacific
sherrie.huang@analysysmason.com
Satvik Singhania
Analyst
satvik.singhania@analysysmason.com
Cambridge
Tel: +44 (0)1223 460600
Fax: +44 (0)1223 460866
cambridge@analysysmason.com
Dubai
Tel: +971 (0)4 446 7473
Fax: +971 (0)4 446 9827
dubai@analysysmason.com
Dublin
Tel: +353 (0)1 602 4755
Fax: +353 (0)1 602 4777
dublin@analysysmason.com
Johannesburg
Tel: +27 11 666 4786
Fax: +27 11 666 4788
johannesburg@analysysmason.com
London
Tel: +44 (0)20 7395 9000
Fax: +44 (0)20 7395 9001
london@analysysmason.com
Madrid
Tel: +34 91 399 5016
Fax: +34 91 451 8071
madrid@analysysmason.com
Milan
Tel: +39 02 76 31 88 34
Fax: +39 02 36 50 45 50
milan@analysysmason.com
New Delhi
Tel: +91 124 4501860
newdelhi@analysysmason.com
Paris
Tel: +33 (0)1 72 71 96 96
Fax: +33 (0)1 72 71 96 97
paris@analysysmason.com
Singapore
Tel: +65 6493 6038
Fax: +65 6720 6038
singapore@analysysmason.com
Boston
Tel: +1 202 331 3080
Fax: +1 202 331 3083
boston@analysysmason.com
Manchester
Tel: +44 (0)161 877 7808
Fax: +44 (0)161 877 7810
manchester@analysysmason.com
49

Understanding the needs of Asia–Pacific connected consumers

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Understanding the needs of Asia–Pacific connected consumers