However , the suggested platform business model offers more than simply savings of operational costs , as telcos can additionally support real estate companies in achieving their goal of increasing net cold rent . The platform approach fosters co-creation and collaboration between telcos and third-party providers ( B2B2C ), enabling the design of products and services ( e . g ., cleaning or concierge services ) individually adapted to customers ’ needs with minimal time-tomarket and investment needed . These individually designed solutions help real estate companies differentiate in the market and achieve increased rental agreements .
Lastly , B2C products and services increase real estate appeal for real estate companies , but also help telcos boost new customer acquisitions and ARPUs by a diversified product portfolio . Next to quad play bundles ( consisting of mobile , fixed broadband , TV and telephone services ), smart home offerings such as intelligent lighting , energy control and home entertainment can play a vital role to differentiate in the market .
To successfully implement the suggested platform business model , goetzpartners identified five key success factors , summarized in the figure below :
THE AUTHORS
DR . ALEXANDER HENSCHEL Managing Director , goetzpartners
DR . NIMA AHMADI Principal , goetzpartners
KEY FACTORS TO EXCEL IN THE PLATFORM MODEL
01
PORTFOLIO STRATEGY
• Defining key target segments
• Developing segment-specific product & service portfolio
• Estimating impact on new customer acquisitions , ARPU & revenue
• Defining implementation timeline
03
PARTNER ECOSYSTEM
• Defining potential partners based on portfolio strategy & products
• Assigning partner management tasks to dedicated resources
• Establishing first partner relationships
• Onboarding of first partners to the platform
05
GO-TO-MARKET
02
• Defining and implementing standardized , efficient , segment-specific and mass market enabled G2M routes for all products and services
• Integrating partner capabilities into G2M routes to realize full market potential
PLATFORM FOUNDATION
• Defining capabilities based on portfolio strategy
• Defining other selection criteria
• Obtaining top-management commitment
• Selecting the most suitable platform
04 ORGANIZATIONAL STRUCTURES
• Enabling cross-segment collaboration and alignment
• Defining clear mass market processes incl . handover points between segments
• Revisiting segment incentivization to achieve full revenue potential
The proposed platform business model supports telcos to strategically capture new and emerging B2C and B2B market potentials , by a revisited product and service portfolio beyond pure connectivity . Additionally , portfolio elements can be co-created with thirdparty providers , while keeping time-tomarket and partner management integration to a minimum . However , to win with this business model , telcos must implement efficient processes that are also capable of supporting mass market operations across segments . Historically , telcos often struggle by aligning private and business customer segments , leading to efficiency losses within the company .
Following goetzpartners ’ key success factors helps organizations implement the platform business model in a structured and organized way , by taking all important dimensions into consideration .
© goetzpartners , 2021