MNOs have invested heavily in physical assets such as spectrum licences, wireless networks and backhaul, as well as in building their brands, culture and systems. Less obviously, they have invested heavily in building their internal skills and operating culture (the way things get done), the organisation structure, processes and decision-making fora that have together enabled them to function & compete. But these tangible and intangible assets have been put in place to achieve strategic goals defined in the world of Telco 1.0, not Telco 2.0. Are they all relevant in Telco 2.0 or will some be obsolescent and others required?
There is an urgent need to better understand the changing role assets play in Telco 2.0 and to re-focus on those critical to future success.
Countries: UK, France
Keywords: Enterprise culture, Analytical, Spectrum licence investment, Defensive, Brand assets, OTT, Perfect Storm, horizontal integration model, KPIs, Telco 2.0 S-Curve, Telco 1.0, digital disrupters, business model, Reactive, tangible assets, Telco 2.0 Strategy, intangible assets, asset class monetisation, Intellectual property, Exploitive, digital product development,
|Table of Contents|
|Telco 2.0 transition part 4: valuing intangible assets key to success||1|
|Inferences and Implications for Mobile Operators||1|
|1||Supporting Research & Analysis||2|
|1.3.1||Assets and Company Value||3|
|1.3.2||Tangible (Physical) Assets||5|
|1.3.3||Intangible (Virtual) Assets||5|
|1.3.4||Intangible Asset features||6|
|Divergence - An Alternate View||7|