18Oct/160

World television market: OTT services keeping American players in the lead

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Florence Le Borgne
Head of the TV & Digital Content Practice, IDATE DigiWorld
Contact

 

“For the first time ever, an OTT company – Netflix – made it into the world’s 20 top earning media groups in 2015.”

 

The United States: global OTT market leader

Still overshadowed by Netflix, which is present in 190 countries, and iTunes with services in 112 countries, Amazon is steadily building up its global OTT footprint through its e-commerce platform.

American OTT video services’ global footprint as of 31 December 2015

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Source: IDATE DigiWorld, World TV market, July 2016

The United States: world’s largest OTT video market

With the exception of Starz, which lost 900,000 subscribers between 2014 and 2015, the top premium cable channels in the US continue enjoy a steady increase in subscriber numbers, and this despite stiff competition from OTT services. Between 2012 and 2015, HBO reported a 16.4% increase in subscribers to its linear channel, while Showtime and Starz reported a +1.3% and +0.7% increase, respectively.

But the momentum for signing up new customers is clearly with OTT services. During that same period, Netflix paying customers grew by 70% while Hulu Plus subscribers rose by an impressive 269%.

The top OTT services’ subscriber numbers in the United States in 2015 (million)

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Source: IDATE DigiWorld, World TV market, July 2016

With its extremely dynamic national market, populated by consumers who are willing to pay for their TV content, the United States has become the world’s largest video on demand (VOD) market. Thanks to the popularity of Netflix, as well as Hulu Plus, Amazon Prime Video and more recently HBO Now, the US singlehandedly accounts for 57.5% of global VOD subscription revenue. If download to rent/own (DTR/DTO) are less popular with American viewers, the country still accounts for 47.8% of all DTO and DTR revenue.

Also noteworthy is that the United States continues to generate more than half of the world’s pay-TV revenue.

But the North American market is also showing the first signs of flagging, while growth in other parts of the world is progressing steadily.

Popularity of on-demand viewing in the US providing a global springboard for local players

If OTT services have not been adopted to the same extent in other parts of the world as they have in the United States, viewers across the planet are watching more and more on-demand programming and less and less live TV.

Although the balance between the two still tips heavily in favour of “classic” linear TV programming, which accounts for 86% of viewing time in the US, it is by now a foregone conclusion that VOD is not a passing phase, nor confined only to millennials.

Consumers in Europe, as well as in South America and in certain Asian and African markets, are also embracing OTT video. If national services have developed in most corners of the world, very few have managed to hold their own against the global juggernauts that are Netflix for SVOD and iTunes for DTO and DTR.

It does indeed appear that series are the main incentives for signing up for SVOD services. Which means the ability to attract new subscribers and keep them depends on being able to offer exclusive, high quality programming, which is something few players can do.

Netflix became the world’s second largest investor in programme production and acquisition in only a few years, outdone only by sport channel ESPN. Netflix spent 5.8 billion USD on content acquisitions and original productions in 2015, compared to the 5.5 billion USD that ESPN spent on acquiring TV rights and HBO’s budget which is estimated at 2 billion USD. At the same time, the company’s spending on original series continues to rise. Netflix invested 120 million USD in 2016 on its new series, The Get Down, or 7.5 million USD per episode, which makes it the new American titan’s most expensive show to date, ahead of Marco Polo which had a budget of 90 million USD.

But growing budgets coupled with slowing growth at home are making the search for outlets outside North America imperative. Clearly, the wealth of its library is one of the main reasons for Netflix’s global success, although international development costs and especially marketing costs are in no way detracting from the company’s profitability.

If Amazon and HBO are following, albeit more discreetly, in Netflix’s footsteps, it is hard to see what European player today could rival them, and most are put off by the size of the investment required and the meagre prospects for ROI in the short term. Vivendi appears to be struggling to build a pan-European offering, while Sky is advancing cautiously with plans to launch its Now TV streaming service in Spain by the end of the year, which would make the country the only market where it only sells an OTT product, with no satellite service to back it up.

The TV market did not enable the emergence of any major pan-European service. Will OTT give Europe’s industry a second chance?

To find out more about our forecasts for the TV content market and the future of television, read our latest report or contact Florence Le Borgne

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13Oct/160

The Mobile Ecosystem’s Evolution

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Vincent Bonneau,
Project Leader, IDATE DigiWorld
Contact

Benefits and impact on mobile industry competition of Android and iOS

Have mobile OS helped create a mature and more open mobile ecosystem?

The study, commissioned by Google, illustrates the paradigm shift in the mobile industry introduced by iOS and Android, due to decreased fragmentation. It analyses the clear benefits that new OS bring to the digital economy, with more affordable and more powerful devices, and providing access to a host of applications and services. Lastly, it assesses the impact that new OS have on competition, arguing that they have not reduced consumer or developer options, and have actually enabled the rise of new players (Samsung) and even of major competitors such as Facebook.

Highlights:
iOS and Android have helped to reduce fragmentation in the mobile industry and so were quick to attract developers.
 iOS and Android are the real driving force behind the rise of the smartphone and mobile Internet markets, where previous attempts with WAP and walled gardens failed.
 This has led to a thriving mobile app economy in Europe, with close to 1.5 million jobs and 13 billion EUR in revenues (paid apps, advertising) in 2016.
 We have seen a great many success stories independent from iOS and Android, especially in the mobile gaming industry (e.g. Rovio’s Angry Bird) or around Facebook.
 Competition is stronger in the device market than before the launch of iOS and Android. Android has even opened the way for newcomers thanks to low prices.
 Developers are using multiple platforms, especially by leveraging cross-platform tools.

> Download the White Paper

28Sep/160

A looming trust crisis in digital?

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Jean-Dominique Séval,
Deputy CEO, IDATE DigiWorld
Contact

Vincent Bonneau,
Director of Consulting and Innovation, IDATE DigiWorld
Contact

Our faith is clearly being tested these days. There is a growing sense of mistrust amongst the electorate,  users and consumers, but digital could be an exception?

 

At first glance, the answer appears to be yes: digital technologies continue to spread just as quickly and to penetrate our lives more and more deeply, as they make their way into sectors that had not yet embraced the digital path: sectors as diverse as transportation, healthcare, education and travel are making the leap as they feel the pressure of mobility, Big Data, artificial intelligence (AI) and the Internet of Things. So it is imperative that we have a firm grasp of the risks surrounding hyper-connectivity, to prevent the hopes of growth attached to this digital revolution from being dashed.

The heyday of the Privacy Paradox

However paradoxical it might be, the digital universe has not been spared its own crisis of faith. Everyone knows, more or less, that the new services on offer are not perfect: 60% of Internet users do not trust the Internet as a whole. A level of trust that deteriorated, in fact, between 2011 and 2015 for online banking, e-government and e-commerce. Only social media’s trust levels are rising, but only up to 43%, and topping out at 35% when it comes to cloud services. (“Digital Trust Barometer for France” ACSEL-CDC by IDATE DigiWorld, 2015).

At the same time, it is impossible not to see that this lack of trust is in no way impeding consumption. We have agreed to hand over our personal data in exchange for free services on our favourite social networking sites, fully aware that this information is being exploited for commercial purposes, and believing that it’s just “the price we have to pay”. We now accept that our new (and quite expensive) connected objects will utilise increasingly private information in exchange for services which, however promising, are still far from perfect. The latest statistics are not reassuring: cyberattacks rose by 38% around the world in 2015, and by 51% in France (PWC survey). As a result of this hacking plague, more than 700 million data were lost or stolen in 2015 (Breach level Index). It is both the frequency and the scale of the attacks that are striking: in early 2016, 80 million dollars were robbed from the Bank of Bangladesh. But it is still surprising that, if piracy is hurting the reputation of the company’s that have been the victims of it, the consequences ultimately stop there: no enterprise has yet been destroyed by a cyber attack, no matter how widely publicised it was.

And here is the crux of the paradox: the extraordinary acceleration of Internet services, with the GAFA quartet at the helm, their new challengers (Netflix, Airbnb, Tesla and Uber) and the multitude of start-ups in their wake, is playing out in a climate of latent mistrust.

The digital planet under pressure  

What does the next chapter have in store, at a time when sensors are tracking our various actions (locating and monitoring our info and movements in real time), mapping our behaviour using AI and predictive techniques? Our computers and phones, and soon our driverless cars, our connected doorways and electrical outlets… are relatively easy to hack. Even blockchain, despite is reputation of being unhackable by design, is suffering its first failures: a hacker managed to siphon 3.6 million ethers, or 46 million euros in  Ethereum cryptocurrency, from its DAO fund.

Will we continue on the current trajectory of a tricky imbalance, where innovation wins out over trust and security issues? Or will the change in scale and the sensitivity of the data used by third parties (well beyond the socio-demographic data being shared today) force a real change in the arena of trust? The debate is far from over*. And a new balance will be established depending on the responses that users, public policymakers, hardware suppliers and service providers offer or manage to impose. The stakes are high as very different Internets could emerge, depending on the collective choices that are made. One of the key hypotheses of our “Digital Economy 2025” scenarios is based on accessing data that users share with third parties, and in accordance with local laws. If access remains open, as it is today, we will likely keep the current Internet: one that is dominated by veteran heavyweights (along with a few newcomers from Asia or the retail sector), and characterised by the rising use of new generation predictive applications, integrated virtual assistants and recommendation tools.

If, on the contrary, we are forced to deal with a crisis of faith, which is indeed possible, an entirely other Internet would emerge, one where data exchanges are confined to trusted third parties and players whose prime concern is security (banks, telcos, etc.). This would trigger a technological arms race aimed at guaranteeing users’ protection (biometrics, encryption…), as well as a legal battle to limit the ability to exchange data outside sector-specific silos (insurance, transport…). How we answer the question of what new ecosystem will the right one to manage our most private information, health-related data, genome data, for instance, will be key in shaping the next chapter. This is thus a crucial challenge for Europe, as it could mean an opportunity to regain control of its digital destiny.

*A debate that will be one of the focal points of the upcoming DigiWorld Summit, devoted to the theme of “The Digital Trust Economy” (15-17 November 2016)

This Viewpoint was published in Les Echos on 23 September 2016
http://www.lesechos.fr/idees-debats/editos-analyses/0211278073375-vers-une-crise-de-confiance-numerique-2029605.php

Check out the programme and register to the DigiWorld Summit 2016 conference

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28Sep/160

DigiWorld Summit: The Digital Trust Economy

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Debate over the crucial role that trust will play in the digital economy’s future

 

The 38th annual DigiWorld Summit will run from 15 – 17 November 2016, and have as its central theme: The Internet of Trust. It will be an opportunity to engage in a meaningful international debate over digital trust issues – starting with security and privacy – which have become major sources of concern for all of the ecosystem’s stakeholders.

As the number of reported cyber-attacks worldwide is growing by close to 40% a year, we expect that upcoming stages in digital technologies’ evolution will only amplify the phenomenon. And this to such an extent that any future scenario is possible: from a continuation of the current chaos to a breakdown in trust that would lead to the construction of a new digital economy, which will no doubt differ in many respects from the one we know today.=

Are we reaching a tolerance threshold for online trust?
How can veteran digital industry players (equipment suppliers, telcos, IT companies) capitalise on the current climate?
Are verticals threatened by the situation or, on the contrary, on the winning side of trust and security issues?
Do we need a new regulatory framework to govern, or reassure, market players and consumers?

> Including the 120 speakers on this edition:
•    Eva BERNEKE, CEO, KMD
•    Anne BOUVEROT, CEO, Morpho
•    Isabelle FALQUE-PIERROTIN, Chairwoman, CNIL
•    Pierre, CHAPPAZ, Co-founder & Executive Chairman, Teads
•    Didier LAMOUCHE, President & CEO, Oberthur
•    Joseph LUBIN, Founder & CEO, ConsenSys, Co-Founder Ethereum
•    Carlos LOPEZ BLANCO, Global Head, Public and Regulatory Affairs, Telefónica
•    Stéphane RICHARD, Chairman & CEO, Orange
•    Corrado SCIOLLA, President Europe, BT Global Services
•    Nicolas SEKKAKI, CEO France, IBM

Choosing the theme for the 2016 DigiWorld Summit came about quite naturally. The vast majority of IDATE DigiWorld were eager to tackle the topic of trust.
For some time now, trust has been recognised as a vital ingredient in the success of a brand, an economy or a society. This is all the more true in a world being transformed by digital innovation. In its scenarios for 2025, IDATE DigiWorld underscored that trust was one of the key variables in tomorrow’s digital ecosystem. To shore up this belief, we need only look at some recent headlines:

•    the cyberattacks against telcos, TV networks and government agencies,
•    the legal wrangles between Apple and WhatsApp and government authorities wanting access to the encryption key for the devices or messages;
    the very drawn out European Union negotiations over new data protection rules;
•     the end of the Safe Harbor transatlantic agreement and ensuing debates over the new Privacy Shield;
    questions over the dangers surrounding connected/driverless cars, and the growing ubiquity of the IoT in general;
    the ad–blocking phenomenon;
    questions over what impact multiple FinTech solutions will have on the soundness of the banking system, and blockchain’s ability to replace today’s trusted third parties;
So trust is a focal point for telcos, cloud computing companies, Internet giants, start–ups, governments and regulators, but also for every economic sector across the board, not to mention consumers and citizens.
And, as always, acknowledging risk must not prevent us from also analysing opportunities, in terms of innovation, differentiation strategies and the competitive advantages available to many market players.

Once again this year, the vital meeting place that this international conference has become, will include plenary sessions that will provide a springboard for a series of high–level specialty forums.  These forums are an opportunity to delve deeper into the main trends we expect to see in mobile networks with the advent of 5G, ultrafast broadband, the Internet of Things, the TV market’s transformation in Europe, FinTech, video games, the digital promise in Africa and what makes a smart city.

A unique international forum for debate and networking

> DigiWorld Week
A week devoted to understanding what makes our new digital world tick (12 – 20 November 2016)
> The DigiWorld Awards
Recognising the best digital start-ups created by French entrepreneurs abroad

Key facts & figures

Europe’s trailblazing conference on the digital economy

The DigiWorld Summit is an annual event organised and hosted by IDATE experts, with the support of DigiWorld Institute members. Every year it holds ultra high-level international debates on the core issues shaping the digital economy, with the finest speakers and industry insiders.

Participants: 1,200 participants at the DigiWorld Summit and more than 5,000 at DigiWorld Week
Speakers: 120 speakers from around the world; 400 at DigiWorld Week
Partners and sponsors: over 100 partners and sponsors (businesses, public sector, media…)
Social media: 15,000 tweets (trending topics) and 2,000 live followers

For more information, visit our website: www.digiworldsummit.com

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14Sep/160

DigiWorld Research Market Watch Service

Gassot-Yves

Yves Gassot,
CEO, IDATE DigiWorld
Contact

How to keep up with the fast-paced changes in our industries without being buried by the avalanche of news which, every day, urges us to read about some new important disruption? On a more practical level, how to gain access to vital data, benchmarks and preliminary independent analysis to begin planning a project or considering a market?

 

Thanks to its teams of highly qualified consultants and analysts, IDATE DigiWorld is able to deliver a complete set of telecoms, Internet and media market watch services.

I hope you’ll allow me to use this month’s editorial to highlight how invaluable these services can be, taking as examples three reports on timely and crucial topics that were published by our teams this summer:

How much importance should be given to pioneer user experiences and the first LTE plans for fixed services? This report that was just published by Carole Manero ("LTE for fixed access: the next big thing ?") takes a look at the factors that make for a more credible solution after the failures of LMDS and WiMAX… but also taking into account Google’s recent announcement that it could be scaling back spending on Google Fiber projects in the US, to focus instead on wireless solutions, and the news that AT&T and Verizon do not have the national carrier status when it comes to deploying LTE or even 5G fixed wireless products, based on early trials.

Sport: live TV’s last bastion? Florence Le Borgne seeks to answer this question in her report entitled, ("Sport content: TV vs. OTT") – analysing the impact of skyrocketing TV rights resulting from competition between TV networks, competition from VoD and the Internet giants’ growing ambitions.

Should we expect an end to telecom market consolidation in Europe? In his report ("Telecom consolidation in Europe: toward new challenges?"), Christoph Pennings takes a look back at in-market mergers and acquisitions of recent years, and explores the paradigm shift created by (notably fixed-mobile) convergence deals, but also policy changes coming out of Brussels.

I could just as easily have cited several reports that are currently in the final production stages, on IoT, Industry 4.0, the new generation of LEO satellites, blockchain, FTTH rollouts around the globe… For more information about these upcoming reports, and our complete catalogue, visit the IDATE DigiWorld website, or contact our head of sales (j.george@idate.org) or the consultants listed earlier.

PS: -"Yves Stourdzé, explorateur et éclaireur des mondes à venir": Some of you may have noted that IDATE’s headquarters are located on "allée Yves Stourdzé". Yves, an academic who was appointed Director of CESTA (Centre for the Study of Advanced Systems and Technologies), was among those who believed in IDATE’s development and supported us in our early days. Following a symposium in Paris on his work, held at the Ministry of Research, I urge those of you who are French speakers to acquire the book entitled: "Yves Stourdzé, explorateur et éclaireur des mondes à venir" – providing insights into the man and analysis of his work, through contributions from 25 personalities. This same publisher (Sens & Tonka, www.sens-tonka.net) will also be soon releasing a new edition of the main works of Yves Stourdzé.

 

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23Aug/160

TV vs OTT: New sports content business models

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Florence Le Borgne
Head of the TV & Digital Content Practice, IDATE DigiWorld Contact

As the number of TV channels has exploded over the past several years, acquiring premium content has been one of the key strategies used by TV networks to distinguish themselves.

 

At the heart of this coveted selection of content, sport has enjoyed a spectacular increase in the amount that broadcasters are willing to pay to carry it. If this is especially true of major league sports and events, secondary ones are also capitalising on the boon, thanks to new generalist and sport channels providing new outlets.

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In recent months we have also seen top Internet players display a growing interest in acquiring the rights to live streaming sporting events both nationally and internationally, either by acquiring the rights directly or by forging partnerships with rights owners. Whether to increase their user base or to a secure the loyalty of existing users, YouTube, Yahoo!, Twitter, Facebook and Amazon all plan on establishing themselves as key partners in distributing and monetising sport.

This newfound competition only exacerbates the one that already exists between heavyweight telcos, some of whose content policies focus purely on sport (Cf. Proximus) and some which include sport amongst a wider array of content (Cf. Altice/SFR). The amounts spent by these companies have often enabled them to increase their IPTV customer numbers and/or their ARPU, but have also contributed to an unprecedented spike in the price of sports rights, which makes it harder and harder to break even, especially in a universe populated by a growing number of rivals.

As the price of sport content drives up programming costs, traditional TV channels are being forced to adapt:

• Veteran general-interest channels are choosing to cut back on their acquisitions and concentrate on a few flagship events, and to use these major events to showcase their technological savvy and their ability to innovate.

• New TV channels are not looking to compete head on, but opting instead for the rights to events that are exploited very little or not at all elsewhere, which enables them to build a reputation at a price that is in line with their budget.

• The equation is becoming increasingly challenging for the major specialist channels, which are forced to up their bids for the major sporting events that are essential to their brand image, but are also the victims of growing competition and of cord-cutting. Their subscriber numbers are shrinking while programme acquisition costs are rising exponentially. If online distribution (Cf. Sky) and the search for partners to distribute a complete sport package (Cf. Canal+/beIN Sports) are some possible solutions in the current climate, one of the main challenges is to negotiate lower rights acquisition prices.

If OTT will probably take hold over time as a credible solution for broadcasting sporting events live, there continues to be a plethora of technical issues surrounding the distribution of video streams with higher than average quality. For now, OTT distribution can only compete economically with broadcasting (in MPEG-4) when streaming to several thousand users. So it is still an interesting option for supplying bonus content, but not as a replacement solution, especially when it comes to major sporting events.

What is being built today is essentially a bridge between broadcasting and OTT in terms of:

• countries covered;

• available content;

• the ability to show a wider variety of sports;

• enhancing the viewing experience.

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Discover the perspectives,  key trends, and scenarios about the sports contents & TV market for the next decade through our dedicated report or Contact Florence Le Borgne  

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29Jul/160

Verizon-Yahoo!: what challenge are we talking about?

Gassot-Yves

A lot of (digital) ink has been spilled since Verizon announced that it would be taking control of Yahoo! (except for its patents and shares in Alibaba and Yahoo Japan), including stories tracing the company’s history, and history of missed opportunities.

 

The most interesting question in all of these commentaries is the following: Will being part of Verizon equal revival for Yahoo!, even though major overhauls in strategy and management over the past decade did not manage to narrow the ever widening gap that separated it from Google and Facebook in the online advertising market?

Some of the explanations being put forth for the deal include the technologies and content resulting from the acquisition of AOL last year, along with several other deals, agreements signed with studios and sports federations, as well as the launch of the Go90 mobile video service. The additional technical expertise and content will probably allow the newly expanded conglomerate to increase its market share by a few points, but not much higher than 4% to 5% for the online advertising market, which still puts it very far behind the combined 50% share enjoyed by Google and Facebook (and around 70% when looking at the mobile Internet alone). But the future Verizon does have other assets, not least the telcos’ roughly 115 million mobile customers and 20 million wireline subscribers.

Can telcos turn the tide on decreasing revenue with new business models?

Taking a look at another challenge that does not pertain so much to the future of Yahoo! but rather the future of telcos in general. Here is the question: can telcos turn the tide on the growing trend of shrinking revenue with new, more content and advertising-centric business models? Even if Verizon is one of the world’s most successful telecommunications businesses, with remarkably healthy margins, its revenue appears to be on a downwards trajectory due to competition (T-Mobile), a sudden slump in the replacement rate and dwindling subsidies for smartphones, along with cable’s supremacy in the consumer fixed market in the US.

The oft-cited competition from OTT services and players is a questionable argument when we see that the mobile sector in the United States continued to grow up to 2015, well beyond the time when the GAFA quartet took control. While it is true that Netflix, Amazon and Hulu may have a negative impact (cord cutting) on fixed service revenue, the impact is limited given the TV revenue earned by a telco such as Verizon. On the other hand, the creativity and popularity of OTT services, and especially video services, is translating into heavier use of fixed and mobile broadband services, demand for faster connections and a massive increase in traffic. Fundamentally, these are opportunities for telcos to generate additional revenue, even if it does require continual spending on their networks.

When contemplating the delicate equation of how to monetise 4G and fibre access, telcos can seek out complementary solutions in content or by monetising their relationship with customers through advertising and data markets in general. We can substantiate this hypothesis by pointing to the Verizon acquisitions listed earlier, but also the much larger deal orchestrated by AT&T last year when it took control of the country’ second biggest pay-TV provider, DirecTV. But if we stick to only these two operators[1], it could be said (and rightly so) that few other M&A deals are available to them, since antitrust authorities are against any further consolidation in the mobile market.

What assets can telcos leverage to become key content market players?

The first thing that usually comes to mind is telcos’ role as pipes, in other words the suppliers of the technical infrastructure that carries programmes to consumers’ homes. This argument needs to be put in perspective, however, at a time when there is real competition over access and net neutrality rules are being put into place. Still, telcos do have credible assets in two areas.

• First, if they are massive enterprises with tens of millions of customers, they can hold their own against veteran TV networks when bidding for TV rights and exclusivity deals, thanks to their ability to amortise their spending both through their subscribers but also through marketing if they enjoy an image boost and increased market share for their core business. Here it is nonetheless worth mentioning that, in terms of economies of scale, the most powerful pure OTT players have an almost global footprint, which gives them a clear edge over telcos.
• The second argument in favour of telcos is their relationship with their subscribers, their sales network (and especially their shops), the quality of the ecosystem they provide through user interfaces and network boxes, and of course the information they have that provides them with detailed knowledge of their customers. By way of illustration, we could say that even if Netflix does not need to be listed in telcos’ interface to exist in a national market, it can certainly help. On this second point, telcos have a clear advantage over broadcasters or pay-TV providers that have no return path that would enable them to target customers. It is less of an advantage compared to OTT companies that have managed to develop a model that generates relevant consumer data. Telcos still need to prove their ability to be serious rivals for Google and Facebook in the online advertising market. But it also remains to be proven that telcos’ ability to monetise their data requires investments in content.

To sum up, even if telcos want to complete the tiering and differentiation strategies used to monetise their access products with substantial revenue from content and advertising, they need to be very big (which could also be seen as an argument in favour of cross-market consolidation deals) to stand up to the growing globalisation of the rights market, and find ways to monetise their customer data without losing their customers’ trust.


[1] AT&T and Verizon’s strategies nevertheless warrant a detailed comparison, since they diverge in many respects.

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20Jul/160

Where does Europe stand with superfast rollouts?

Gassot-Yves

Yves Gassot,
CEO, IDATE DigiWorld

A recent report from IDATE DigiWorld underscores the extent to which European markets as a whole lag behind the superfast access targets set by the Digital Agenda, including: 50% of Internet households subscribing to a connection of more than 100 Mbps in 2020.

At the 10th annual Assises du Très Haut Debit (Superfast broadband symposium) hosted by Aromates and IDATE DigiWorld in Paris on 6 July, we delivered a sneak peak of our coverage figures for Europe at the end of 2015, drawing on our own FTTx databases, the latest data collected from regulators and operators, along with our freshly released market report, “The Digital Agenda for Europe: a snapshot”.

European superfast and ultrafast rankings: 30 and 100 Mbps NGA coverage (December 2015)
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Source: IDATE DigiWorld, Digital Agenda Europe, July 2016

Clearly, the situation varies dramatically from country to country, and the objectives set by Europe will be hard for some countries to achieve without a major policy push. The most advanced countries benefit from a strong cable footprint and an incumbent carrier that has made less ambitious technical choices than extensive FTTH rollouts. Belgium, for instance, combines vast a and dense cable system that has been upgraded to the latest Docsis technologies (>100Mps) and the top carrier’s choice to upgrade its legacy copper network to VDSL (>30Mps).

On the whole, the largest countries in Europe are less likely to achieve all of the Digital Agenda objectives. In France, for instance, the combination of giving top priority to achieving extensive FTTH rollouts, the relatively limited cable coverage (40% of households) and the very gradual deployments in the country’s more rural areas based on public-private partnerships – which will eventually coverage 40% of access lines – have put the country among the lowest ranked in terms of availability of superfast access lines and average connection speeds. The situation is better in the UK and Germany where BT and DT were quick to deploy VDSL (>30 Mbps) access products, in response to aggressive competition from cablecos. Meanwhile Spain, which has combined investments in FTTH and cable, also tops France in the rankings. Only Italy, whose incumbent dragged its heels on significant spending on FTTH and was unable to capitalise on a cable system, is faring less well than France.

The IDATE DigiWorld report reveals that, once ultrafast access networks are in place, customers are eager to sign up. We have therefore noted a much higher NGA take-up rate in those areas where ultrafast access (100 Mbps and faster) is available. This means that we can count on a virtuous cycle of differentiation that encourages market players to invest in faster networks, not with a view to continually increasing the price of access plans, but rather to enable solutions that meet a growing array of needs.

When considering these future scenarios we must not, however, underestimate the complexity of the regulator’s task which, up until now, has been defined by European copper LLU rules. The fact of replacing ADSL with VDSL (with Vectoring/Bonding and G.fast) and FTTH would seem to give the incumbent a natural advantage, setting up a duopoly with cable. But this is too simplified a view since we also need to take into account (particularly when looking at the regulatory situation in France) the potential for duplicating superfast infrastructures in very high-density areas, how it is in operators’ interest to pool their investments in medium-density areas, and the role of public-private partnerships in sparsely populated areas, not to mention the promise of superfast mobile.

Hope you all have a great summer!

Delve deeper into our analyses of superfast access in Europe by ordering our latest reports:

The Digital Agenda in Europe: a snapshot
World FTTx market: Markets as of December 2015 & Forecasts to 2020

And don’t miss other recent releases from IDATE DigiWorld:

Industrial Internet:  the 4th industrial revolution
World OTT Markets: Markets & Forecasts up to 2020
Content Economics: How is digital distribution impacting content industries?

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12Jul/160

Digital Agenda for Europe: IDATE DigiWorld reveals ultrafast access ranking for European countries

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In its roadmap for the Digital Agenda, Europe has set out three main coverage and take-up targets for Internet access.

The first is 100% broadband coverage for European households by 2013, taking into account the use of fixed, mobile and satellite solutions. The second is 100% superfast coverage (i.e. 30 Mbps and up) in most Europe countries, although some are still far from having achieved this. The third is calculated in terms of take-up: 50% of homes passed must have access to a more than 100 Mbps connection.

At the 10th annual Assises du Très Haut Debit (Superfast broadband symposium) held in Paris on 6 July, market research firm IDATE Digiworld gave a sneak peak of its coverage figures for Europe at the end of 2015, and presented a benchmark of the rate of progress in each European country.

‘For the first time, and drawing on our own databases as well as information collected from regulators and telcos, we are able to estimate ultrafast access (i.e. above 100 Mbps) rollouts, shipments and sales in Europe,’ reports Dominique Meunier, head of IDATE DigiWorld’s Telecoms division.

European superfast and ultrafast rankings: 30 and 100 Mbps NGA coverage (December 2015)

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Source: IDATE DigiWorld, FTTx World Market (June 2016)

The situation varies dramatically from country to country, to say the least, and the objectives set by Europe will be hard for some countries to achieve without a major policy push.

The most advanced countries benefit from favourable geographical features, a strong cable footprint and less ambitious technical choices. Belgium, for instance, combines vast and dense cable systems that have been upgraded to the latest Docsis technologies (>100Mps) and the top carrier’s choice to upgrade its legacy copper network to VDSL (>30Mps). Another example is Lithuania which has opted for a massive investment in a new fibre network, doing away with its obsolete copper system.

On the whole, the largest countries in Europe are on track to achieve the Digital Agenda objectives. France, however, has set itself ambitious targets for fibre rollouts, its cable networks have a relatively small footprint and the planned investments from government bodies, which were to cover over 50% of total rollout costs, have resulted in only very gradual deployments. Lagging behind the other major countries of Europe, such the UK and Germany which were quick to roll out VDSL (>30 Mbps) access products and boast widespread cable coverage, and even Spain (cable +FTTH), France is ahead only of Italy and will need to accelerate the pace of FTTH access line shipments to make up for lost time.

Lastly, the report reveals that, once ultrafast access networks are in place, customers are eager to sign up. We have therefore noted a much higher take-up rate in those areas where ultrafast access is widely available.

> Assises du Très Haut Debit programmes

 

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28Jun/160

Conclusions of the DigiWorld Future 2016 debates

Gassot-Yves

Yves Gassot
CEO IDATE DigiWorld,

The next stage in the digital revolution will be the big leap forward in major manufacturing sectors, now being pressured to make the digital transition by a combination of game changers: IoT, big data and artificial intelligence.

 

IDATE DigiWorld has just published the latest edition of its DigiWorld Yearbook. Three public events are held every year, in Brussels, London and Paris, to coincide with its release. Under the banner of “DigiWorld Future,” these events attracted more than 800 industry professionals this year, and allowed both our own teams and a host of industry luminaries to discuss market trends and our predictions for the internet, telecom and TV markets in 2025.

Looking at market trends, our belief is that in the coming years we will need to move beyond the uncertainties over the smartphone market’s loss of momentum, the disappointments over the poor performance of pioneer wearable tech, and over how long it is taking for a mass market to develop around virtual reality. Of course they are all signs of the time, just like economists’ concerns that perhaps Moore’s Law no longer applies and that productivity gains have been decreasing since 2006.

We nevertheless believe that an extraordinary potential surrounds the game changers born of the combination of the Internet of Things (IoT), big data and artificial intelligence – and no doubt 3D printing as well. The tremendous work being done in these arenas by companies such as Michelin and Engie, which were outlined at our DigiWorld Future event[1], will undoubtedly have an impact in terms of productivity and transforming value chains – not least in furthering the servicisation trend in customer relations. We are clearly at a pivotal moment in time: when innovation is flourishing but positive outcomes are still some way down the road. It will still take some time for the pieces of the technical puzzle to come together (whether the still complex issues surrounding network standardisation or IoT management platforms) and for the required human expertise and appropriate business models to be put into place.

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Scenarios for the future

Recognising market trends is also a way for us to identify the core variables of future market scenarios, not to predict this or that players’ strategy, but rather to build a solid foundation for a structured exploration of the different (and deliberately opposite) possible futures.

We have chosen two main avenues when mapping out our scenarios for the internet’s possible futures. The first avenue distinguishes the scenarios according to whether or not they rely heavily on processing and utilising personal data – something that will ultimately be influenced by internet users’ willingness to share their data, and on regulatory restrictions.

The second allows us to define scenarios with respect to standardisation and competition levels. In very basic terms, we could imagine on the one hand an extreme decomposition of market functionalities thanks to a vast selection of available open source software and API (the dream of geeks everywhere) and, on the other, a push to integrate the latest innovations into the massive platforms run by the Internet giants (Google, Amazon, Facebook and Apple), reaping the benefits of economies of scale and network economies.

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Naturally, for those wanting to delve further into these projections, the wisest course of action would be to get a copy of the 2016 DigiWorld Yearbook, where you will also find our teams’ insights into the different markets that make up the DigiWorld, along with valuable data and analysis of the events that have shaped the past 12 months.

As always, we welcome any comments and suggestions you might have for the 2017 and all future editions of our DigiWorld Yearbook!

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[1] But also a host of other manufacturers (GE, Audi, Airbus…) along with the major service (hotels) and finance (banking and insurance) industries, mass media, telecoms, etc.