the individual strengths of each partner and results in additional credibility for the venture . Yet it can lead to conflicting partner interests concerning resources , profits , data , and shared customers , ending in complex processes with slow decision-making and excessive coordination . Also , the individual USP is at risk as multiple players have access to identical advantageous resources .
03 BUY The platform is created through the merger or acquisition of one or several companies with complementary competencies for XaaS platform models – e . g ., a startup in the
XaaS decision criteria field of data analytics or content creation and provision . In contrast to BRING , this option allows full strategic control over targeted resources and ensures their successful ( unrestricted ) exploitation over time . The approach stands and falls with the initiator ’ s abilities to identify matching targets and its experience to integrate acquired companies strategically , operationally and culturally .
However , as telcos ’ worlds are neither black nor white , a hybrid platform approach can also be the way to go , leaving room for adjustments based on region , product , and customer base .
The decision depends on the telco ’ s individual strategic objectives and its core competencies :
CORPORATE STRATEGY Management and workforce should be fully aligned with the company ’ s vision and mission statement to achieve structured and sustainable growth .
STRATEGIC ADVANTAGE The telco determines what strategic advantages ( resources and competencies that cannot be easily copied or bought by competitors ) it can leverage to define the future value proposition .
CUSTOMER SEGMENT While B2C platforms currently show lower profit potential , the B2B and wholesale segment is likely to generate sustainable profits in the midterm .
SUMMARY
Using the platform business model with a suitable implementation option that matches the telco ’ s asset base and complementary competencies is crucial for future monetization with new revenue streams . This approach is most promising for telcos to defend their market share against hyperscalers and future-proof their business in terms of operations , products , and services .
THE AUTHORS
PLATFORM CONTROL Decision power , independence and revenue share need to be clear before selecting an open versus closed platform solution .
CORE COMPETENCIES To drive a platform from development to operations and maintenance , a broad set of competencies is required . An in-depth assessment of competencies regarding technology , infrastructure , governance , integration , orchestration and commercialization is crucial .
DR . NIMA AHMADI
Partner , goetzpartners
These influencing criteria form the target picture of how a telco should position itself and which platform model would be most suitable to generate new sustainable revenue streams and participate in the digital platform ecosystem . The strategic objective should not be to become the next hyperscaler , but for the telco to monetize its own asset base and competencies more effectively by complementing access-based revenue streams with platform solutions for specific ( nicheagnostic ) use cases . The MVP approach to develop a “ minimum viable platform ” is an excellent way to balance risks , learning effects and commercialization regardless of the individual implementation option of choice .
ALEXANDER RAST Manager , goetzpartners
This document constitutes general guidance only and information provided herein does not serve as a basis for any action without receiving specific professional advice . In particular , it must not be construed as investment advise or recommendation of any investment . goetzpartners shall not be liable in connection with the information contained in the document . © 2022 goetzpartners . All rights reserved .