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Telco Strategies to Tap into the Enterprise Opportunity in Africa and the Middle East

Telco Strategies to Tap into the Enterprise Opportunity in Africa and the Middle East


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Executive Summary

Being historically the playing ground of IT vendors, telecom operators are accelerating their expansion into the enterprise ICT market, which is gaining traction in Africa and the Middle East (AME). To succeed, telcos need to transform into integrated ICT service providers and craft a holistic strategy that supports their transformation and that they can harness to monetize and maximize the enterprise segment opportunity in AME. Key components of such a strategy include the B2B customer segments to target, the organizational structure to put in place, the technical strategy and the product and sales approach.

Key Findings

- Economic growth in AME will fuel an increase in the number of businesses in the private sector and continue to foster the emergence of regional and local giants, driving up demand for business ICT services.

- We project enterprise ICT service revenue to account for more than 40% and 25% of total ICT service revenue in MENA and Sub-Saharan Africa, respectively, by 2020.

- To craft a successful enterprise ICT strategy, telcos can start by assessing the magnitude of the enterprise market they operate in, including the growth of B2B customer and service segments. This is key to defining target enterprise customer segments and the enterprise services that can be offered.

- Successful enterprise strategies also encompass a dedicated B2B unit and an alignment of the organizational and operational structure to key B2B customer segments.

- Go-to-market strategies including products, pricing, promotion and distribution need to be tailored to the exact characteristics of the targeted enterprise customer segments.

- Several operators are addressing competition coming from other value-chain players by partnering with them and creating an ecosystem where the telco becomes a business ICT service broker and a one-stop-shop for its local market.

Synopsis

Telco Strategies to Tap into the Enterprise Opportunity in Africa and the Middle East provides an overview of enterprise ICT services and covers the approach of telcos seeking to maximize the enterprise ICT opportunity in AME. It consists of

- Enterprise ICT overview and definitions.

- Assessment of the enterprise opportunity in AME including growth drivers, size of the overall opportunity and breakdown of enterprise ICT revenue by the B2B customer segment and the service segment in selected AME markets.

- Overview and discussion on the organizational structure to put in place and the technical strategy, product and sales approach telcos can harness through regional and global operators case studies. The case studies cover MTN South Africa, Orange Senegal, Etisalat UAE, Telefonica, Vodafone and ATandT.

- Key analysis and findings based on the study of enterprise ICT services in the region and globally as well as a set of recommendations.

Reasons To Buy

- Gain an understanding of enterprise ICT services and its evolution in Africa and the Middle East, to succeed in the existing market.

- Align product portfolios, organizational structure and go-to-market strategy by analyzing the various enterprise ICT models being used by telecom operators.

- Quicken the decision-making process by understanding the factors associated in the provisioning of enterprise ICT services.

- Gain an understanding of the competitive landscape and successful strategies, to strengthen positioning in the market versus existing operators.

Telco enterprise ICT services definition and overview

Assessing the enterprise opportunity in AME

Regional case studies

MTN South Africa

Orange Senegal

Etisalat UAE

International case studies

Telefonica

Vodafone

AT&T

Key findings and recommendations

Appendix: acronyms and definitions

Exhibit 1: Enterprise services framework

Exhibit 2: Real GDP average growth rate in AME,US and Canada

Exhibit 3: Formal Enterprises in AME

Exhibit 4: Example of large regional and foreign companies in AME

Exhibit 5: The Consequences of Economic Growth On B2B ICT adoption

Exhibit 6: B2B ICT Service Revenue as a Percentage of total ICT Service Revenue (%): Select Markets

Exhibit 7: Enterprise ICT Service Revenue Split By Business Segment 2015-2020

Exhibit 8: Enterprise ICT Service Revenue Split By Service Segment 2015-2020

Exhibit 9: MTN Business operational structure

Exhibit 10: MTN Technical and product strategy

Exhibit 11: MTN business M2M marketing

Exhibit 12: MTN Business dedicated SME Portal

Exhibit 13: Orange Local B2B units operational structure

Exhibit 14: Orange Senegal Technical and product strategy

Exhibit 15: Orange Senegal's Packs Tout EN Main

Exhibit 16: Orange Senegal's 'LE Quarter Despros'

Exhibit 17: Etisalat UAE B2B Operational structure

Exhibit 18: Etisalat technical and product strategy

Exhibit 19: Etisalat UAE eLeasing offers

Exhibit 20: Etisalat UAE Business centers

Exhibit 21: Telefonica Business solutions operational approach

Exhibit 22: Vodafone global enterprise(VGE) Organizational structure

Exhibit 23: AT&T IOT/M2M Open Technological approach

Exhibit 1: Enterprise services framework

Exhibit 2: Real GDP average growth rate in AME,US and Canada

Exhibit 3: Formal Enterprises in AME

Exhibit 4: Example of large regional and foreign companies in AME

Exhibit 5: The Consequences of Economic Growth On B2B ICT adoption

Exhibit 6: B2B ICT Service Revenue as a Percentage of total ICT Service Revenue (%): Select Markets

Exhibit 7: Enterprise ICT Service Revenue Split By Business Segment 2015-2020

Exhibit 8: Enterprise ICT Service Revenue Split By Service Segment 2015-2020

Exhibit 9: MTN Business operational structure

Exhibit 10: MTN Technical and product strategy

Exhibit 11: MTN business M2M marketing

Exhibit 12: MTN Business dedicated SME Portal

Exhibit 13: Orange Local B2B units operational structure

Exhibit 14: Orange Senegal Technical and product strategy

Exhibit 15: Orange Senegal's Packs Tout EN Main

Exhibit 16: Orange Senegal's 'LE Quarter Despros'

Exhibit 17: Etisalat UAE B2B Operational structure

Exhibit 18: Etisalat technical and product strategy

Exhibit 19: Etisalat UAE eLeasing offers

Exhibit 20: Etisalat UAE Business centers

Exhibit 21: Telefonica Business solutions operational approach

Exhibit 22: Vodafone global enterprise(VGE) Organizational structure

Exhibit 23: AT&T IOT/M2M Open Technological approach

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To know more information on Purchase by Section, please send a mail to query [@] kenresearch.com
 

MTN

Orange

Etisalat

MTN South Africa

Orange Senegal

Etisalat UAE

Telefonica

Vodafone

AT&T

Microsoft

Samsung

Britehouse

Accenture

Avanade

ZTE

Afrihost

Kony

Oberthur

ThingWorx

Fortinet

Telefonica

Orange Business Services

Gemalto

Cotecna

Alcatel-Lucent

Cisco

Numerhit

Jasper

PTC

Wipro.

Enterprise ICT services, ICT services Africa, ICT services Middle East, ICT services Africa and the Middle East, ICT services North Africa, B2B, Enterprise, cloud, data center, M2M, IoT, data networks, managed services, cloud services, colocation, hosting, MTN business, Etisalat business, Orange ELoB, AT&T business, Vodafone global Enterprise, Telefonica business, Enterprise growth AME, Enterprise services AME, collaboration, M2M platform, fleet management, telco enterprise strategy, Etisalat IoT platform, MTN Machine2Machine, MTN global M2M SIM, MTN Business ERP, Etisalat smart city, Etisalat smart government, Etisalat cloud platform, Etisalat security operations center, Etisalat mobility platform, Etisalat managed security, Etisalat eLeasing, Etisalat eHosting, Etisalat M2M shared packages, orange le quartier des pros, Orange Cloud Pro, orange packs tout en main, orange M2M track and trace, Orange business VPN, Orange hybrid postpaid-prepaid, SME, large enterprise, MNC, multinational companies, SoHo


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