Mobile App Stores for Telecom Operators The Next Battlefield
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Perspective Pierre Péladeau
Roman Friedrich
Mohssen Toumi
Olaf Acker
Mobile App Stores for
Telecom Operators
The Next BattlefieldContact Information
Beirut Mumbai San Francisco
Bahjat El-Darwiche Jai Sinha Karla Martin
Partner Partner Partner
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Düsseldorf New York
Roman Friedrich Christopher Vollmer Tokyo
Partner Partner Paul Duerloo
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Dr. Michael Peterson Pierre Péladeau
Partner Partner
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Frankfurt Mohssen Toumi
Olaf Acker Senior Associate
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olaf.acker@booz.com
Booz & CompanyEXECUTIVE The mobile applications business has grown exponentially in
just the past three years. On the back of the hugely popular
SUMMARY
iPhone, Apple’s App Store has quickly come to dominate the
market, but rivals such as Google, Microsoft, Nokia, and
Research in Motion Ltd. (RIM) are betting billions that they
can catch up. So far, telecom operators have been late to the
game. If they want to avoid the fate of becoming mere pipes
for the ever more popular app stores, they must devise and
implement strategies that take advantage of the very real assets
they possess.
Because of their limited customer To capture these benefits, operators
bases relative to the massive numbers have three options in building their
being put up by Apple and other own app stores: “closed” storefronts
operating system vendors, operators offering only apps that they develop
playing alone lack the inherent ability or source themselves; “open” store-
to attract large numbers of applica- fronts that offer access to third-party
tion developers to their own stores, apps and app stores, with which they
and they lack experience in manag- share revenue; and app stores for
ing open ecosystems of developer phones other than smart phones, pri-
communities. What they do have are marily in developing markets through
powerful brands, a strong relationship SIM services. Operators are by no
with their subscribers, and the ability means limited to any of these options;
to monetize that relationship. For rather, they should pick and choose,
operators, the key is not to try to reap depending on the OS and device
the direct revenues from app sales, providers they partner with, and on
but rather to develop a strong apps geography. What is critical is to ensure
offering that can help them increase they play a key role as a retailer of
average revenue per user (ARPU), apps by devising strategies—and
improve customer acquisition, and executing them—now, before it’s
reduce churn. too late.
Booz & Company 1The success of Apple’s App Store the increased use of their data services.
TELECOM’S has been driven largely by the global While many mobile operators have
OPPORTUNITY popularity of its iPhone. With more tried to jump on the mobile apps
than 35 million units sold since its bandwagon by opening their own app
inception in 2007, the iPhone is the stores, they have not yet gained much
linchpin of a entire ecosystem of traction in the market. Are mobile
products—from the OS X operat- operators doomed to serve as little
ing system to Macintosh hardware more than bit pipes for ever-more-
to consumer-friendly applications to powerful manufacturers of smart
Here are some numbers sure to Internet services like iTunes. Numbers phones and their operating systems?
impress every corporate executive like these are certain to attract com- Mobile operators do indeed face real
looking for sources of new growth. petitors, and indeed, the App Store’s challenges in their efforts to partici-
Within 10 months of its launch in the numbers have. We expect that more pate in the fast-growing apps busi-
summer of 2008, Apple’s App Store than 1 billion smart phones of all ness, but we believe they can compete
had reached 1 billion downloads. The kinds will be in use by 2013, driving successfully if they can determine how
next billion took five more months; increased usage of data services, with best to position themselves within
then, just three months later, in end-users spending as much as $22 the mobile apps ecosystem, develop
January 2010, customers had down- billion on mobile apps, not including the right strategies, and execute them
loaded yet another billion apps. Apple additional revenues to be gained from carefully. The best strategies must
doesn’t break out revenues for its App mobile advertising in apps and games. focus on capturing the customer’s
Store, but observers estimate that it attention by becoming the entry point
could generate as much as US$3 bil- So far, however, telecom operators into the world of applications, not
lion in sales for Apple and its develop- have not benefited from the popularity on capturing revenues from applica-
ers in 2010. of mobile apps, other than through tion sales.
2 Booz & CompanySUCCESS What made Apple’s App Store take
off? First of all, the company had a
geous deals with telecom carriers to
offer iPhones, Apple found a way to
FACTORS head start—a powerful brand whose monetize its iPhone ecosystem with
customers had a strong emotional impressive efficiency. The result: a
attachment to its Macintosh comput- retail powerhouse based on key suc-
ers and its iPod and iTunes ecosys- cess factors that competitors are find-
tem. That degree of loyalty was only ing very difficult to replicate.
deepened with the introduction of
Apple’s success in the mobile apps the iPhone, thanks to its revolution- Since Apple introduced the App Store,
market was by no means predestined. ary design and interface. Attracting lots of competitors have appeared on
After the first mobile apps were developers to the App Store proved the scene—other makers of mobile
introduced by independent players in easy with a generous revenue-sharing devices, vendors of mobile operat-
the late 1990s, any number of smaller agreement and easy-to-use develop- ing systems, telecom operators, and
players quickly entered the market. ment tools and technical assistance; independent app stores—with vary-
But it wasn’t until Apple entered the the result was an explosion of rich ing degrees of success. No one has
mobile app business, a year after the content, more than 140,000 apps in yet come close to rivaling Apple, in
introduction of the iPhone, that the less than two years. Finally, by selling part because every competitor has
world came to understand its value as apps through its popular iTunes store, to attract two audiences—not just
a driver of both revenue and smart-
. 7 values
with a readily available billing system, customers but also developers—and
phone sales (see Exhibit 1). and then in turn using the apps’ few rivals to Apple’s App Store have
popularity to help make advanta- succeeded in doing so.
100% 75% 50% 25% lines dots criss-
cross
Typical
Business Strategic
Deliverables Objectives
9% Utility bills & services IN THE NEXT 12 MONTHS, I INTEND TO REVERT BACK TO MY PRE-RECESSION BUYING HABITS IN THIS CATEGORY
(PERCENTAGE OF RESPONDENTS WHO AGREED)
Exhibit 1
The Evolution of Mobile Apps
HOW MOBILE APPLICATION STORES HAVE EVOLVED
Earlier 2007 2008 Q1/09 Q2/09 Q3/09 Q4/09 Q1/10
Emergence
GetJar PocketGear
PocketGear Early pioneers, mainly
Handango SlideME acquires independent players,
Handmark Handango have little to no success
MobiHand
Mobango
Take Off The game changer:
Apple linking the device to
the apps
Android Windows Marketplace
Gold Rush
Nokia Ovi LG
BlackBerry Sprint
Palm PlayNow Arena New competitors hurry
Samsung Application Store Mobile Market to stake a claim
Bouygues Telecom
AppliStore Orange
China Telecom
Verizon Wireless Media Store SK Telecom
O 360
Source: Booz & Company
Booz & Company 3THE OPERATOR downloading data. As smart phones
become more and more popular, data
consumption patterns—though iPhone
users are typically high-value custom-
ADVANTAGE usage will only increase—and that, in ers, much of the higher ARPU can be
turn, will be the source of real revenue attributed to their higher data usage.
increases for mobile operators.
Reduced churn: As mobile apps
But those added revenues will appear become more popular, easy access to
only if operators can acquire and attractive app stores will likely help
Telecom operators looking to benefit retain the customers most likely to retain customers, especially as they
from the popularity of mobile apps use their phones to download mobile become more dependent on their
cannot expect to rival Apple in the apps. Here is where the value propo- device interfaces. If an operator with
revenue it generates from the App sition for operators can be found— 25 million subscribers and an ARPU
Store. Nor should that be where along with the risk. And operators of €35 (US$47.40) can reduce churn
operators aim to participate, since the that do succeed in offering customers by just 1 percentage point, it can
potential incremental revenues are attractive ways to access mobile apps retain 250,000 subscribers who
so small. We expect that in 2013, all will benefit in three ways. generate about €100 million in
application store providers worldwide revenue annually.
will capture just a 30 percent share Customer acquisition: Easy access to
of overall apps revenues, or about $7 attractive app stores can attract new The key for operators is to maintain
billion, with the remaining 70 percent customers, as can customizing mobile and strengthen their relationships with
going to developers. This is a drop in devices to get customers to app stores customers, more and more of whom
the bucket compared with the telecom more directly, through exclusive deals will view access to mobile apps as a
industry’s projected overall 2013 linking specific devices to app stores, critical component in choosing and
revenues of $1.6 trillion. much like Apple’s deal with AT&T for staying with their operator. Thus,
the iPhone. every operator must devise a strategy
The real economic value for operators for incorporating mobile apps into
lies in the increased revenues to be Higher ARPUs: Customers with smart its offerings; those that do not come
captured through the rising use of data phones that can easily access attractive up with a winning strategy risk losing
services linked to mobile apps and app stores are significantly more valu- customers to rivals that do. Worse yet
the customer loyalty that app usage able to operators. In the U.S., iPhone is the possibility of losing the end-
has the potential to generate. Users of users generate 1.63 times the ARPU customer relationship to third-party
iPhones use their phones more than of the average customer; in western app stores, which would have poten-
other mobile phone users do, and Europe they generate 2.45 times the tially dire consequences for operators’
most of that extra time is devoted to average. The difference lies in varying core business.
4 Booz & CompanyATTRACTING As we have seen, every player, includ-
ing operators, looking to build a
at Apple’s App Store, for instance, is
gaming, but it still constitutes just 17
THE RIGHT successful mobile app store needs to percent of all available apps.
AUDIENCES attract two audiences: customers, of
course, but also the developers willing Operators are limited in their ability
to create the critical mass of applica- to generate the capabilities needed
tions needed to attract those custom- to attract and keep a strong devel-
ers and keep them coming back for oper community. Although there
more (see Exhibit 2). In addition to is nothing holding them back from
the sheer number of applications avail- offering developers attractive busi-
able, successful app stores need both a ness terms—most app stores allow
constant source of popular new apps developers to keep 70 percent or more
and a long tail of less popular applica- of the revenue brought in by their
tions to maintain consumer interest. apps—other factors are more challeng-
The most popular category of apps ing. Managing a thriving developer
. 7 values
100% 75% 50% 25% lines dots criss-
cross
Typical
Business Strategic
Deliverables Objectives
9%
Exhibit 2
The Virtuous Circle in App Stores: A Strong Customer Base Attracts More Developers, and More Apps from
Developers Attract More Customers
Operators’ Strengths and Challenges in Operators’ Strengths and Challenges in
Attracting Developers and Sourcing Apps Making Use of Customer Assets
Powerful Brand & Marketing
- Operators can benefit from their strong
Quality Technical Support brand in their local markets
- Managing a developer community
is a high-cost business
- Operators are not used to the Broad & Diverse Offerings
software business -The limited number of developers,
fragmented across several platforms,
limits the breadth of offerings
High Reach & Exposure - But in some markets, operators
- Most operators have relatively can leverage local content
small subscriber bases, More Developers More Customers
compared to the global installed
bases of many OEMs Quality Storefront
- By managing their networks, operators
can improve the quality of their data traffic
- Knowing customers’ needs and behavior,
Generous Business Model operators can develop friendly, locally
- Operators can implement relevant app stores
revenue-sharing model similar - But other app stores could also analyze
to the market standard customer behavior
Easy Monetization Engine
- Operators can use subscriber accounts
for payment, making the process easy
Natural Challenge Natural Strength Neutral
for customers
Source: Booz & Company
Booz & Company 5community and offering the high- from their strong brands in their local Monetization: Operators’ close
quality technical support developers markets and their ability to steer traf- relationship with their customers will
need is an expensive operation, and fic to their app stores by customizing allow them to develop simple pay-
few operators have experience in the devices to send users there directly. ment tools, including direct debiting
software business. And compared with of subscriber accounts and mobile
makers of mobile devices or mobile Quality of storefront: Because opera- payment (m-payment) systems.
operating systems, few operators have tors have control over their networks, Such tools would promote access to
the huge global installed base needed they can provide customers with dif- app stores and smooth the buying
to provide enough customers to ferentiated offerings based on quality process—a particularly attractive
attract developers, unless they partner of service. High data users could be solution in emerging markets, where
with other operators. given the option of paying more for few subscribers have their own bank
reliable connections and downloads. accounts.
In contrast to their difficulties in By the same token, operators could
attracting strong developer communi- leverage their local and operator- Based on these strengths, mobile
ties, telecom operators do have the specific capabilities to provide content operators have several levers they can
strengths necessary to attract a critical such as mobile TV or telecom-specific pull in devising a strategy to build an
mass of customers. apps for uses such as consumption app store (see Exhibit 3). Operators’
tracking and service control. use of these levers will determine their
Powerful brands and marketing strategic direction for the future.
. 7 values
expertise: Operators could benefit
100% 75% 50% 25% lines dots criss-
cross
Typical
Business Strategic
Deliverables Objectives
9% Utility bills & services
Exhibit 3
Assets and Potential Levers for Operators in the Mobile Apps Market
ASSETS STRATEGIC LEVERS
Ability to Steer Steer Traffic toward Preferred Stores
1
Traffic - Steer traffic through soft keys or other handset customization levers
Provide Own Applications
Local/Operator-
2 - Provide apps utilizing operator-specific or local content (e.g., consumption
specific Content
tracking, TV)
Differentiate Service-level Data Packages
Control of Network
3 - Create data packages based on partnerships with third-party app stores to
Quality
guarantee (for a premium) network quality for data-intensive apps
Provide Convenient Payment Tools
Payment Tools 4 - Be a monetization engine for third parties’ app stores through simple
m-payment systems
Source: Booz & Company
6 Booz & CompanyAn App Store Consortium One solution to the problem of attracting developers might be for operators to band together, and two separate initiatives are intended to do just that. A group of four mobile operators—China Mobile, SoftBank, Verizon Wireless, and Vodafone—has made plans to create the Joint Innovation Lab (JIL). By bundling all of its customers into one large audience, the JIL hopes to persuade developers to create rich content of all kinds. The second effort involves a consortium of 24 mobile operators, called the Wholesale Applications Community (WAC), to allow developers to distribute applications across a number of delivery platforms through a single point of entry. As with any consortium, the challenge will be to coordinate the WAC’s numerous partners and their many, sometimes competing initiatives; if the WAC can overcome that, it will have created a very substantial audience with which to attract developers. Both initiatives are supported by a number of handset manufacturers, including LG Electronics, RIM, Samsung Electronics, and Sony Ericsson. Telecom operators have the strengths necessary to attract a critical mass of customers. Booz & Company 7
WORKING Despite the many considerable assets
operators possess in their efforts to
integration with Apple’s own App
Store and controlling stake in the
WITH THE OS compete in the mobile apps markets, market, the iPhone offers little in the
perhaps the most serious challenge way of opportunities for operators
they face is their lack of control to benefit. Operators that have
over the many mobile operating made deals with Apple to offer the
systems running on the vast number iPhone have certainly seen increases
of different devices available to in subscribers. Other possibilities,
consumers. No matter what app store however, may be limited to developing
strategy they devise, operators must iPhone-specific applications that are
take this diversity—and the different close to operators’ core business,
market dynamics of each OS—into such as mobile TV for subscribers, or
account, pulling different levers devising differentiated service-level
depending on the OS. plans for iPhone users who consume
lots of data.
iPhones: Despite accounting for 11
percent of the mobile device market BlackBerrys: The popular BlackBerry
in 2009, the iPhone accounted offers more opportunities for
for two-thirds of the mobile operators. As with the iPhone,
apps downloaded. Given its tight operators could develop their
No matter what app store strategy
operators devise, they must take into
account the vast number of different
devices available to consumers.
8 Booz & Companyown subscriber-specific apps, and forms. The simplest form would Mobile, with more than 500 million
differentiate traffic from applications provide subscribers with access to the subscribers, is planning to launch its
or subscribers by service levels. They thousands of apps offered at other own smart phone equipped with a
could also offer their monetization stores, perhaps including tools to customized OS to be supplemented by
engines to the BlackBerry store, smooth the purchasing process. the operator’s own app store.
although we believe it could be more
appropriate for them to include Operators could also build their Non-smart phones: Mobile devices
BlackBerry apps in their own app own stores, offering apps developed that don’t offer the latest Web-surfing
stores in order to retain customer for a variety of systems, as well and apps capabilities of smart phones
ownership. as subscriber-specific apps for provide a further opportunity for
local content or data consumption operators, especially in emerging
Other operating systems: The app management. Ambitious operators markets, where their use is most
stores landscape in other operating could also build a niche for themselves common. Smart phones make up no
systems, including Android, Symbian, by providing differentiated content more than 10 percent of all mobile
and Windows Mobile, is more through customized apps targeted to devices in these markets. In addition,
fragmented, with many players— specific customer segments. end-users may see little need to pay
equipment manufacturers, operators, for entertainment apps, given the
and independents—having their own The most complex option would prevalence of piracy. However, users
app stores, although the OS owners involve an integrated strategy, in do see the high value that certain
have the richest ones at the moment. which an operator would offer its practical apps—such as e-government
This fragmentation potentially gives own smart phone, and partner with (perhaps funded by local governments
operators more freedom of movement the maker of the phone’s OS to themselves), health, and education
in the mobile apps space. In this case, develop its own app store, and the services—can bring to them.
operators could potentially have a apps to go with it. The success of this Operators could also leverage the
right to win by building their own option would depend on generating increasing development and spread of
app storefront, provided they can the critical mass of apps needed to m-payment services in these markets
feed it with apps from developers. attract more developers and, in turn, to monetize their applications.
This storefront could take several more customers. For instance, China
Booz & Company 9Closed storefront: The first possibility keys and other links, and revenues
THREE is to build a closed storefront that would be shared with the third-party
STRATEGIES offers only applications developed partners. An open arrangement
or sourced by the operator, and would allow operators to provide
competes head-on with third-party their subscribers with access to the
app stores; examples include Orange large and diverse catalogs of apps
and Telefónica. These storefronts available on a variety of OS and
Setting the iPhone juggernaut aside, could be integrated with a specific device platforms, while avoiding the
the world of mobile apps is highly device, like the iTunes App Store with challenge of building a developer
fragmented, with no app store the iPhone. In this case they would community on their own.
yet owning a significant share of depend on the creation of a mobile
the market. That presents a real device in combination with dedicated SIM app store: Finally, operators
opportunity for mobile operators apps; both Vodafone and China could build a SIM app store for
looking to get into the business. Mobile have taken this approach. The phones other than smart phones.
Operators can leverage their storefronts could also be tailored to This strategy is especially attractive
relationships with subscribers by niche markets, dedicated to a specific for operators that want to gain a
following one of several strategies, all handset, OS, or customer segment, competitive edge in emerging markets
of which are designed to aggregate, to such as teenagers. by offering attractive apps along with
varying degrees, the quickly growing workable m-payment solutions. An
number of third-party apps already Closed storefronts might also contain added bonus: These markets are not
available. Each of these strategies special areas featuring apps for which yet on the radar screen of the large
depends on one or more of the assets developers pay a premium for greater independent app stores, since more
that operators can leverage in pursuit visibility or apps being promoted to than 80 percent of the world’s smart
of an app store play, and they can be particular user segments, as identified phones are located in developed
tailored to the device and operating through customer intelligence. And markets.
system under consideration. It is they would also offer convenient
conceivable that all of them could be purchase models via customer No matter which strategy an operator
carried out simultaneously, depending accounts or instant m-payment chooses, the key is to offer subscribers
on device and geography. solutions. a quality storefront they will be happy
to return to, and to build into the
In every case, the key for operators Open storefront: An open storefront storefront the features that will help
is to maintain the relationship with would offer access to third-party app the operator maintain its relationship
end-users if they want to avoid being stores, in addition to the features and with subscribers and generate
relegated to a mere bit pipe. components of a closed storefront. An incremental revenue at the same time
easy interface would facilitate access (see “Components of a Successful App
to third-party stores through soft Storefront”).
10 Booz & CompanyComponents of a Successful App Storefront Local content: Apps and other services designed for subscribers in particular geographies served by the operator. Examples include mobile TV, news, and information. Local content may be especially successful as part of SIM-based app stores in developing markets. Operator-specific apps: Apps intended to help subscribers manage their relationship with the operator, including account management; billing; and voice, message, and data consumption, as well as services such as mobile TV. Premium apps: Apps that are given premium placement on the storefront in exchange for payment by their owners. Apps catalog: A collection of apps sourced through partnerships with developers and companies promoting apps, which could be paid for through revenue-sharing agreements. Payment: Tools that allow users to pay for apps and services through convenient m-payment solutions or through their mobile accounts. Mobile advertising: Space on app storefronts or within apps themselves, sold by operators to advertisers, with content often keyed to the current interests and browsing habits of subscribers. Gateways to third parties: Links to other app stores owned by third-party apps developers, OS owners, device makers, and independents— redirecting traffic to cobranded spaces in third-party stores, for example. Booz & Company 11
CONCLUSION As the competition to provide
consumers with more and better
ARPU, and improved subscriber
acquisition. Succeeding in this arena
mobile apps heats up, telecom requires operators to master the
operators run the risk of becoming business of retailing mobile apps
mere conduits to the successful and getting access to a large network
app stores of others. To avoid that of developers or partners, in order
fate, operators must play the game, to feed their subscribers with large,
building storefronts attractive enough regularly renewable catalogs of apps.
to maintain the critical relationship
with their subscribers. The real upside The mobile apps business is moving
for operators, beyond targeting and evolving quickly. Operators that
additional revenues from selling act now stand to reap significant
apps, is churn reduction, increased advantage.
12 Booz & CompanyAbout the Authors
Roman Friedrich is a Olaf Acker is a
Booz & Company partner Booz & Company principal
based in Düsseldorf and based in Frankfurt. He focuses
Stockholm. He leads the on technology strategy for
communications, media, communications, media, and
and technology practice in technology companies.
Europe, and specializes in
the strategic transformation Mohssen Toumi is a
of fixed-line and mobile Booz & Company senior
communications, technology- associate based in Paris.
based transformation, and He works primarily with
sales and marketing in the high-tech companies
communications, media, and and telecommunications
technology industries. operators. His focus areas
include growth, innovation,
Pierre Péladeau is a sales and marketing, and the
Booz & Company development of technologies
partner based in Paris. in emerging countries.
He works primarily in
the telecommunications,
media, and high-technology
industries. His focus
areas include strategic
transformations, operating
models, growth, innovation,
sales and marketing, and
technology strategies.
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