The High-speed fixed connectivity for large enterprises: operator strategies for differentiation

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Date: 07-Jun-2018
No. of pages: 22
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"Operators have various, sustainable means of differentiating their fixed services, even if connectivity is viewed as a commodity."

This report analyses operators’ various approaches to differentiating high-speed fixed connectivity services in a highly competitive and commoditised market. Revenue from fixed services is declining in most regions and genuine differentiators are rare, posing a significant challenge to operators.

This report presents three approaches to differentiation used by operators and the best practices within each, covering customer service, integration with ICT services and making use of technological developments.

The report answers the following questions.


  • What are the primary challenges facing operators in the fixed connectivity market?

  • What are the steps that operators can take to differentiate themselves from competitors?

  • What are the best practices according to customer service, integration with ICT services and technological developments that operators can utilise to differentiate their fixed services?

The High-speed fixed connectivity for large enterprises: operator strategies for differentiation

Table of contents:

About this report

Executive Summary
Executive summary

Report Overview
Problem: fixed services are difficult to differentiate; many regions are saturated and competition is affecting revenue
Solution: there are three ways for operators to differentiate their fixed services; customer service is the most important
Recommendations

Improve Customer Service
Widespread dissatisfaction with fixed services leaves considerable scope for operators to use customer service as a differentiator
Operators should seek to differentiate at all stages; large enterprises are often dissatisfied before their service is even delivered
There are many opportunities for operators to stand out and drive interest from customers, starting at the beginning of the service value chain
Poor service delivery is a common problem in the industry and can be improved through simple measures
Communication is a fundamental driver of satisfaction; operators should be proactive in sharing successes and failures with customers

Integrate ICT Services
Operators’ ICT services potential is closely correlated with satisfaction with their basic services
The integration of ICT into connectivity services with end-to-end SLAs provides a diverse range of opportunities for differentiation
Operators should focus on integrating ICT services that are close to and can augment their current fixed service offering
Operators will need to build an ICT portfolio through acquisitions and partnerships
Case study: Daisy believes that managing or hosting enterprises’ data leads to strong stickiness and provides an end-to-end managed service

Improve Network Performance
Operators should advance their network offerings with technological developments to gain a competitive edge
SD-WAN provides operators with multiple opportunities to differentiate on price and quality of service, at least in the short term
Operators should explore network aspects that go beyond bandwidth to improve network performance and flexibility
Case study: Tata Communications uses SD-WAN to differentiate through a highly integrated portfolio, enforced by its traffic segmentation solution

Appendix
Telefónica uses SD-WAN and embedded ICT services to provide an end-to-end ICT ecosystem to enterprises
Colt believes that superior networks and customer service can differentiate it from competitors whose offerings are more diverse
Verizon uses a series of tools to simplify what is a complex RFP process

About The Author And Analysys Mason
About the author
Analysys Mason’s consulting and research are uniquely positioned
Research from Analysys Mason
Consulting from Analysys Mason

List of Figures:

Figure 1: Operators’ approaches to differentiating fixed services
Figure 2: Revenue and connections of dedicated connections from large enterprises, North America, Western Europe and developed Asia–Pacific, 2013–2022
Figure 3: Net Promoter Score for large enterprise fixed services, by country, 20171
Figure 4: Reasons cited by large enterprises for changing fixed services provider, 20172
Figure 5: The three stages of the service value chain and their associated KPIs
Figure 6: KPIs and areas of development for operators’ sales procedures
Figure 7: KPIs and areas of development for operators’ service delivery procedures
Figure 8: KPIs and areas of development for operators’ service assurance procedures
Figure 9: The percentage of large enterprises that purchase security solutions from an operator by level of satisfaction with their fixed services provider1,2
Figure 10: Operators’ Net Promoter Scores from, and intended churn rates of, large enterprises that did or did not purchase security solutions from their operators2,3
Figure 11: Hypothetical structure of an operators’ ICT portfolio
Figure 12: Levels of interest for operators in ICT services
Figure 13: Examples of acquisitions and partnerships made by operators to gain ICT capabilities
Figure 14: Daisy’s enterprise portfolio and business continuity services [Source: Daisy]
Figure 15: Benefits of SD-WAN for operators and enterprises
Figure 16: Examples of operators’ partnerships with SD-WAN vendors
Figure 17: Tata Communications’ SD-WAN network
Figure 18: Telefónica’s approach to differentiation

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