电信文化支点：调整销售策略以赢得企业

The GSMA is a global organisation unifying the mobile ecosystem todiscover, develop and deliver innovation foundational to positive businessenvironments and societal change. Our vision is to unlock the full powerof connectivity so that people, industry, and society thrive. Representingmobile operators and organisations across the mobile ecosystem andadjacent industries, the GSMA delivers for its members across three GSMA Intelligence is the definitive source of global mobile operator data,analysis and forecasts, and publisher of authoritative industry reports andresearch. Our data covers every operator group, network and MVNO in every GSMA Intelligence is relied on by leading operators, vendors, regulators,financial institutions and third-party industry players, to support strategicdecision-making and long-term investment planning. The data is used as We invite you to find out more atgsma.comgsma.com Our team of analysts and experts produce regular thought-leading researchreports across a range of industry topics. www.gsmaintelligence.comwww.gsmaintelligence.cominfo@gsmaintelligence.cominfo@gsmaintelligence.com Executive summary A $500 billion opportunity.GSMA Intelligence estimates that the business-to-business (B2B) technology services market offersalmost $500 billion in addressable revenue for operators. This is incremental to the core B2B connectivity sales already made each Tailoring a go-to-market strategy for target segments.The B2B market is not a single, homogeneous customer segment. Businesschallenges, technology priorities and buying behaviour vary by industry, customer size, technology maturity and geography. For 2 chains involving systems integrators, hyperscalers, specialists and channel partners. This necessitates a more flexible co-opetitionapproach in the vein of large IT service providers, along with a readiness to bid as consortia with competitors and ‘frenemies’.Operators should engage customers throughout the solution development cycle, co-creating and piloting with clients while involving3 Optimising structure and skills.Many operators that have made the transition to a ‘tech-co’ model have set up separate subsidiariesto target enterprises. Tech subsidiaries can operate with more autonomy and a delivery model catered to enterprise clients, whichmay involve secondments or other ways of working with (rather than for) clients. Rebalancing the skills portfolio also matters, given New incentive structures and pricing models.The complex value chain in B2B technology services means operators should look toreview and, in some cases, redesign sales incentive programmes. These should encompass the full spectrum of sales, including pre-sales, customer value, customer success and channel partners. A more flexible pricing approach playing to newer models $500 billion is on the table from the enterprise segment •Enterprise digital transformation is driving new opportunities. IndustriesworldwideareembracingtechnologiessuchasAI,IoT,robotics,augmented/virtualreality,bigdataanalyticsandcloudcomputingtoboostoperationalefficiency,enhancecustomer TheGSMAIntelligencereport,The opportunity for operators inB2B technology services,highlightshowtheglobalmarketforB2Btechnologyservicesbeyondcoretelecomsisprojectedtoreach$2.91trillionby2030.Operatorscantargetnearlyathirdof •Operators must evolve to succeed.The$500billionestimatefor2024andprojectionsto2030representanaddressableopportunity–notaforecastofwhatwillnecessarilyhappen.Operatorsfaceintensecompetitionfromhyperscalers,platform Breaking down the opportunity: a sector view The addressable B2B revenue opportunity foroperators: the top four sectors account for 40% of thedemand profile •Manufacturing and automotive look to cloud, edge and IoT. Thesetwoindustriesrepresentaround14%and5%oftheoperatoraddressableopportunity,respectively.Enterprisesintheseindustriesareadoptingdigitaltechnologiestoenhance $ billion •Financial services prioritise security.Financialinstitutionsareprioritisinginvestmentsindigitalsolutionstostrengthen •Aviation looks to modernise and manage.Airlinesandairportoperatorsareadoptingdigitaltechnologiestomoderniselegacy Breaking down the opportunity: a product view The product segments that can realise theaddressable revenue •Cloud and data centres at above 50%.Despitehyperscalers’strongpositioninthepubliccloudmarket,operatorshaveroomtoexpand.Capitalisingontheirdatacentreandnetworkinfrastructure,operatorshavehistoricallyofferedcloudconnectivityandmanagedcloudservices.Buildingonthesestrengthsandpartneringwithcloudgiants,operatorscouldplayasignificantroleinhybridandmulti-cloudorchestration, •Cybersecurity is a key strength.Operatorexpertiseinnetworkmonitoringandsurveillanceoffersacompetitiveadvantage.AlthoughpuretechnologyfirmssuchassecurityvendorsandITserviceproviders,alongwithpubliccloudproviders,mayexcelindeliveringcloudand •Other areas are fast gaining share.Bybuildingnewcapabilities,operatorscantargetemergingareast