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More information from http://www.researchandmarkets.com/reports/1287934/
The Future of Consumer VoIP: Leveraging Internet Advances for Profitable
Consumer Voice Services
Description: "It is important to distinguish between a profitable business that successfully sells VoIP services and a profitable VoIP business. Successful VoIP businesses are driven by other services the company offers, and by services that align with customers' perceived needs – not by the VoIP business alone."
In the early 2000s, telecom industry experts widely expected VoIP to change the dynamics of the voice communications business. But a decade later, the largest providers of consumer Internet voice services are, with one exception, conventional telecommunications companies. Some are pioneers and innovators, some are not. What they do share, however, is a market strategy that doesn't rely solely on price.
This report provides an overview of the current state of the consumer VoIP market, examines VoIP business successes and failures, and explores how evolving IP communications – mobility, convergence, femtocells, cloud computing, ultra-fast broadband, and open devices – are opening new opportunities for successful consumer VoIP services.
Key Insights:
- The most profitable over-the-top VoIP providers are those that quickly leveraged their success into building their own networks.
- Successful VoIP providers offer multiple communications services, as well as services aligned with the key needs of targeted markets.
- Consumer VoIP is most successful in the most regulated (non-Communist) markets. - The core network is still a key opportunity for service providers to differentiate.
- Telecoms have more natural advantages in the VoIP business than incumbency. They understand
consumer expectations, and the migration to all-IP networks allows them to leverage network consolidation. - The pressure is on VoIP service providers to make VoIP mobile. Driven by growing mobile handset
capabilities and broadband subscriptions, and continued high prices for international calls, the market for mobile VoIP is developing quickly.
- The mobile handset is coming into its own as a platform for converged communications.
- The rapidly growing number of mobile smartphones creates opportunities to integrate voice interaction into a wide range of applications, as well as creating opportunities for other types of intelligent, converged appliances – reinventing the home phone, for example. Amazon's Kindle e-book shows the opportunity for mobile communications-equipped "appliances" at mass-market prices.
- Consumers increasingly want services customized to their needs, preferences and priorities – giving VARs, software companies, and Internet companies, as well as voice service providers, opportunities increase their value to specific markets and customers.
- Emerging markets present big risks, but offer big VoIP opportunities because many people in these countries are bypassing conventional telephone service for mobile and VoIP.
Use this report to:
- Identify profitable business opportunities, strategies and markets for consumer VoIP. - Understand what works and what doesn't in the VoIP business.
- Analyze successful VoIP business models.
- Examine the challenges facing VoIP service providers. Discover:
- Who are the winners and losers in consumer VoIP?
- How many VoIP subscribers and broadband (wired and mobile) users are there in China, Europe, Japan and the US?
- Who are the key VoIP players in these regions? - What are the opportunities in specific regions?
- How can providers leverage Internet evolution into specific services that consumers value?
Contents: The Future of Consumer VoIP Executive summary
VoIP – The disruption that didn't disrupt Consumer VoIP provider strategies The VoIP market in China
The VoIP market in Europe The VoIP market in Japan The VoIP market in the US
New VoIP opportunities in Internet advances Choosing a path to consumer VoIP business success
Chapter 1 Introduction – VoIP: The disruption that didn’t disrupt Summary
Introduction
Market disruption: more than technology change
Successful consumer VoIP businesses show opportunities The future of consumer VoIP
Chapter 2 Consumer VoIP provider strategies Summary
Free phone calls do not generate profits
Over-the-top consumer VoIP companies struggle for profitability Vonage
Deltathree
Mobile VoIP delivers similarly disappointing results Vyke
Truphone New players Ooma
The future of pureplay consumer VoIP 8x8
Traditional telecoms companies AT&T
Comcast Cable SoftBank BB France Telecom Skype
Chapter 3 The VoIP market in China Summary
Introduction Technology outlook
Broadband penetration & growth Fixed voice line decline
Consumer VoIP penetration & forecast growth Consumer voice providers, VoIP providers
Market drivers, challenges, barriers, and cultural and social considerations VoIP opportunities
Regulatory climate
Chapter 4 The VoIP market in Europe Summary
Introduction Technology outlook
Broadband penetration & growth Fixed voice line decline
Consumer VoIP penetration & forecast growth European telecommunications industry landscape VoIP providers
BT Group
Deutsche Telekom Skype in Europe
Iliad SA OTE TDC
European VoIP opportunities Regulatory climate
VoIP regulation
Chapter 5 The VoIP market in Japan Summary
Introduction Technology outlook
Broadband penetration and growth
Consumer VoIP penetration & forecast growth Consumer voice providers, VoIP providers NTT
SoftBank NTT affiliates KDDI
Cultural and social considerations Opportunities
Challenges Regulatory climate VoIP regulation
Chapter 6 The VoIP market in the US Summary
Introduction Technology outlook
Broadband penetration & growth
Consumer VoIP penetration & forecast growth Telecommunications industry landscape Consumer voice providers, VoIP providers
Market drivers, challenges, barriers, and cultural and social considerations Unique market opportunities
Regulatory climate
A history of strategic deregulation The debate over Internet regulation VoIP regulation
Chapter 7 New VoIP opportunities in Internet advances Summary
Introduction
The network: the essential enabling infrastructure Bundling is a natural evolution for network operators
Video services drive successful bundling strategies, and three is the best number The challenge with bundling: profitability
Network openness is another avenue to success
Google validates the importance of the underlying network Google's history as Internet and VoIP provider
With the exception of Skype, Internet companies have not been successful with voice Just saying you're a consumer services provider doesn't make you one
The size of Google's opportunity depends on who the competition is
Femtocells: enabling infrastructure for extending mobile phone into the home Femtocells enable more mobile phone calls – not just indoor mobile phone calls Simplicity is key for femtocells
Incentives for adoption
Capabilities: 21st century VoIP is mobile
The obvious short-term opportunity: cheap mobile VoIP calling
The long-term opportunities: fixed-mobile convergence, new mobile services with integrated voice Capabilities: Convergence fights eroding profitability with added value and convenience
Opportunities through convergence
Challenges: market education, business alignment, and ease-of-use
The personal PBX
Cloud telephony challenges: price, differentiation, and establishing the value proposition Capabilities: Intelligent voice changes the focus from ‘how much it costs’ to ‘how much it does’ Delivery: Apps that go beyond simple voice integration
Delivery: Open handset platforms offer the opportunity for competitively priced special-purpose appliances Opportunities in medical applications
Hiding in plain sight: reinventing the home phone
Specialized device and app challenges: price, channel conflict, usability and security The future: KDDI’s Polaris life device
Chapter 8 Choosing a path to consumer VoIP business success Summary
Paths to success
Three building blocks for business models Company examples
Consumer VoIP service example Chapter 9 Appendix
Bibliography Index
List of Figures
Figure 2.1: Vonage financial performance ($m), 2004-2009
Figure 2.2: Vonage Q1 2010 ARPU, marketing costs and new subscribers
Figure 2.3: Over-the-top VoIP companies revenue and losses (latest available, $m) Figure 2.4: 8x8 financial performance ($m), 2005-2009
Figure 2.5: AT&T U-verse TV and voice subscriber growth, 2008-2009 Figure 2.6: AT&T U-verse subscriber bundle uptake, 2009
Figure 2.7: Comcast and Vonage VoIP customers (000s), 2005-2009 Figure 2.8: Comcast digital voice subscriber growth, 2006-2009 Figure 2.9: France Telecom service take-up (%), 2008-2009 Figure 2.10: Skype revenue and user account growth, 2005-2009 Figure 3.11: Consumer mobile and fixed lines in China (m), 2009-2014 Figure 3.12: Consumer VoIP users and revenues in China, 2009-2014 Figure 3.13: Chinese telecom services pricing and regulation
Figure 4.14: Broadband subscribers in Europe (m), 2009-2014
Figure 4.15: Consumer mobile and fixed lines in Europe (m), 2009-2014 Figure 4.16: Consumer VoIP subscribers and revenues in Europe, 2009-2014 Figure 4.17: Iliad subscribers and ARPU, 2006-2009
Figure 4.18: Iliad revenue, profits and margin change, 2006-2009 Figure 4.19: TDC customer segmentation by service (%)
Figure 5.20: VoIP and mobile broadband subscriptions in Japan (m), 2009-2014 Figure 5.21: Japan VoIP service market share for key operators (%)
Figure 5.22: SoftBank consolidated business profitability, 2006-2009 Figure 6.23: US consumer Internet subscribers (m), 2009-2014
Figure 6.24: Consumer VoIP subscribers and revenues in the US, 2009-2014 Figure 6.25: US handset-based VoIP market share for key operators (%) Figure 7.26: TV companies lead in triple play ARPU
Figure 7.27: Global femtocell access points and users (m), 2009-2014 Figure 7.28: The business case for femtocells
Figure 7.29: SoftBank revenue, 1995-2009 – the impact of free DSL modems and VoIP service Figure 7.30: Global VoIP and mobile broadband subscriptions (m), 2009-2014
Figure 7.31: Changing communications preferences for 15-25 year olds, 1990-2010 Figure 8.32: Building blocks for Consumer VoIP business models - summary
Figure 8.33: Building blocks for Consumer VoIP business models – company examples Figure 8.34: Building blocks for Consumer VoIP services
List of Tables
Table 2.1: Vonage financial performance ($m), 2005-2009
Table 2.2: Vonage Q1 2010 ARPU, marketing costs and new subscribers
Table 2.4: 8x8 financial performance ($m), 2005-2009
Table 2.5: AT&T U-verse TV and voice subscriber growth, 2008-2009 Table 2.6: AT&T U-verse subscriber bundle uptake, 2009
Table 2.7: Comcast and Vonage VoIP customers (000s), 2005-2009 Table 2.8: Comcast digital voice subscriber growth, 2006-2009 Table 2.9: France Telecom service take-up (%), 2008-2009 Table 2.10: Skype revenue and user account growth, 2005-2009 Table 3.11: Consumer mobile and fixed lines in China (m), 2009-2014 Table 3.12: Consumer VoIP users and revenues in China, 2009-2014
Table 4.13: Consumer fixed VoIP subscribers (m) in selected European countries, 2009-2014 Table 4.14: Iliad subscribers and ARPU, 2006-2009
Table 4.15: Iliad revenue, profits and margin change, 2006-2009 Table 5.16: SoftBank consolidated business profitability, 2006-2009
Table 7.17: Percentage of consumers that are interested in services targeted to their special interests
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