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quot;Long tail effect" and the Construction of the operator's core strengths

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In the fast growing mobile Communications market China, with 2G technologies mature, 3G Technology gradually to the front. 3G networks provide greater voice than the 2G network capacity and enhanced data communication capabilities, outstanding data communication capabilities (greater system throughput, higher peak rates, a stronger QoS guarantee, etc.) makes the 3G network can carry more abundant and more diversified value-added services.

Frost & Sullivan believes that in the 3G era, operators face the pressure comes from the two latitude: 1, external. Current national policy on telecommunications regulation in the deregulation to encourage competition in the direction of the market environment from a closed to an open and integrated; the extension of the upstream and downstream industry chain and IT And the cable industry, cross-penetration to put pressure on operators; AppStore model single-handedly broke the software developers must work with mobile operators Cooperation The traditional pattern, the software developers and mobile phone users build a bridge between the carriers without coping strategies, will likely turn into “dumb” pipe; outstanding performance in customer demand for personalized, complex, dynamic. 2, internal. Integration of the business network will bring the number, type of dramatic increase, operators platform architecture based on existing business development bottlenecks encountered, how to respond quickly to changing business needs, providing innovative value-added services is the key; the same time, operators around the one by one to consider specific business system is not enough, the construction of platform and architecture levels is urgent. For a more detailed report or request Electronic Manual, please contact riona.jin @ frost.com.

1. Makes the market demand for new business multiplier effect present in the tail

3G era of increasingly fragmented demands of customers, operators of the business type and number of positive growth spurt hard again as SMS (ShortMessagingService), CRBT (ColorRingBackTone) services such as killer applications, and rely more on Personalized demand-driven business development.

2004 10 months, the United States, “Connection” magazine editor in chief Chris Anderson (ChrisAnderson) first proposed a long tail (LongTailTheory), he said: “The future is not in business and popular culture products, not the head of the traditional demand curve, while the demand curve is infinitely long piece of the tail. ”

As being unpredictable ways users to dynamically create and consume content, allowing users demand feature has a clear tail. If the 2G era of killer applications is now becoming “Red Sea” of the dispute, then the dynamic needs of the user-driven value-added services, represents the broad communications market, “Blue Ocean”!

2. Value-added business operations platform to become the dominant source of new operators

Present, the carrier’s service platform was “shaft” type of structure, mutual isolation of various business platforms. This “silo” type of structure has several drawbacks: First of all, the same user information scattered in various business platforms, causing the platform business information isolated island relatively isolated, scattered data redundancy, there is no centralized database of users, resulting in analysis one-sided and can not effectively improve the user value; Second, each business needs in their own platform from the card, authentication and authorization functions of duplicate construction is not conducive to the integration and sharing of client resources; again, complex business integration and development, increase the operator generating new business cycle, can not respond to market demand; Finally, the value-added services common scale and decentralized / debris characteristics of the conflict, the traditional business operations platform can not meet this characteristic.

Frost & Sullivan analyst quarter, Mr. Chen Dong pointed out that the advantages of the original operators in its network resources, in the future with strategic transformation operators, dominance may come from the platform. Operators need to break the existing “silo” type of business platform to deploy business models and vertical, horizontal integration, common data, processes and interfaces of the framework to regulate the business platform of building support for new business innovation to discover long tail value.