Telecommunications companies have resolved to begin the implementation of Telco 2.0, a new multi-purpose business model that enhances the growth of businesses by enabling them to access data services without network challenges.
According to the telecoms companies, the Telco 2.0 is characterised by full-scale focus on data and digital services leveraging the power of the Internet.
They said that it was an enabler between consumers, software developers and content providers, “and has accelerated the maturity of many growth markets.”
The telcos, therefore, told our correspondent that they chose to put Telco 2.0 into operation because they needed to move away from just being utility companies to becoming complete carrier service providers, with emphasis on the “service” part.
“This change was triggered mainly by third party companies coming to play in the digital communications landscape – for instance, developers, vertical industries and governments looking to improve public services,” the Public Relations and Protocol Manager of MTN Nigeria, Mr. Funso Aina, said.
He said that in due time, these players became interested in taking full advantage of the possibilities thrown up by digital communications, so the telcos needed to add new capabilities and services to create new, complete platforms, effectively transforming their business model into something much more complex.
Aina, however, added that Telco 2.0 was a multi-sided business model with the CSP at the centre, acting as an enabler between upstream partners (software developers, content providers, consumers, public sector, vertical industries) and downstream private and enterprise customers.
A stakeholder in telecoms industry and the Managing Director/Chief Executive Officer of Digital Jewels, Mrs. Adedoyin Odunfa, described Telco 2.0 as a “game changer,” saying it had to be developed because the disruption to businesses by the poor quality of service had become a concern in the telecommunications industry for operators and their partners.
Odunfa said that Telco 2.0 had changed the game for not just the telecoms companies, “but also the entire ecosystem inclusive of financial institutions, payment, technology and fast-moving consumer goods companies, among others.”
As they struggle with the “harsh” realities of the shift from being predominantly voice-centric to data-centric businesses, the Director of Information Services at N-telecommunications, Basit Arogundade, said that telecommunications companies now found themselves facing rapidly changing consumer behaviour.
“They will also face powerful new types of competitors who are investing heavily in infrastructure without a clear payback. In addition, the firms operate under less benign regulatory environment, which constrains their actions, while shareholders, unable to invest in innovation, are milking them for dividends,” he said.
In his own intervention, the former Chief Marketing Officer of Airtel Nigeria, Olu Akanmu, said the challenge of transformation of the telecommunications company was not just about the technology, but a challenge of leadership and strategic management.
He recalled the sale of IBM to Lenovo, “a transaction that was led by Louis Gerstner, who brought to bear his strategic leadership, customer-oriented sensibility and strategic-thinking expertise.”
Recognising that his first priority was to stabilise the company, Akanmu said that Gerstner adopted a triage mindset and took quick, dramatic action.”
Other challenges identified by Akanmu were poor boundary access across board and poor collaboration between the private and the public sectors.
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