All native and ‘transitioning’ media companies are focusing heavily on content to save existing businesses, or building new business models, or both. Television broadcasters, wary of the growing cord-cutting, are spending large sums on premium content. In 2017, the top four media companies spent more than USD 34 billion on original and acquired non-sports programming. Pure-play OTT providers have, on the other hand, bet big on content to shore up on subscribers. Netflix alone spent more than USD 6 billion on content last year, while spend was USD 7 billion for Amazon and Hulu combined. Transitioning media companies, such as telecom and technology companies that are moving towards being a media company, are also allocating sizable funds for content in their quest to explore supplementary businesses, by boosting customer engagement on their platforms. Apple and Facebook have started creating their own original content, and spend is only going to expand further.
Telecom Italia (TIM)
As Italy’s businesses grew
increasingly vulnerable to
the threat of ransomware,
data breaches, and other
malicious malware attacks,
service provider TIM sought
an innovative solution to
effectively and efficiently
protect the network and data
of its business users.
Cisco Umbrella for Service
• Rolled out TIM Safe Web
to more than 600,000
customers, with less than
1 in 10,000 customers
opting out of the service
• Provided TIM with a unique
• Created an incremental
revenue stream for TIM
Teleworking has grown 115% in the past
decade, according to the Society for Human
Resources. However, in 2017, a number of large
employers made headlines by abandoning their
telework initiatives, citing the desire to improve
communication, collaboration and teamwork. This
move was surprising to many for two reasons:
• Nearly three-quarters of millennials express
a desire to have more opportunities to work
• Employers can save $11,000 per half-time
Do employees who work remotely feel less
recognized, exhibit lower engagement levels or
experience less attention from their manager? To
find out, we conducted a regression analysis on
our 2018 survey of 5,000 employees nationwide.
The results presented on the following pages may
Find out how companies have deployed remote access SSL VPNs to increase remote user satisfaction, improve accessibility to corporate resources, support business continuity planning, and reduce overall implementation and ongoing management costs. The white paper also covers how cloud-based SSL VPN services address high availability requirements, support unforeseen spikes in activity and optimize network performance. Lastly, learn how a single SSL VPN platform can support all your mobile access, telecommuting and partner extranet requirements to improve your ROI.
Published By: FICO EMEA
Published Date: Jan 25, 2019
Communications service providers (CSPs) have long recognized the potential of data analytics. Yet their early efforts to pull actionable intelligence from the oceans of data they have access to were largely unsuccessful. Many tried a 'big bang' approach to building a central repository without knowing what they wanted to do with the data in it. The arrival of artificial intelligence (AI) – its machine learning subset in particular – has changed their thinking and approach.
For this Quick Insights report, we surveyed 64 professionals from CSPs around the world who are applying, leveraging and/ or planning to deploy advanced analytics in some capacity at various points across the customer lifecycle.
Stratecast regularly examines the monetization processes and functions within the communications service provider (CSP) sector. This week’s SPIE looks at how other industries are now benefiting from monetization concepts first developed within telecom; and how taking advantage of the details within the monetization process itself enables innovation in surprising new ways. This report also assesses how one company—goTransverse—is enabling a variety of customers across various industries to change how they do business; applying monetization principles in somewhat unconventional ways.
As business becomes more global and teams can often be dispersed across cities or continents, businesses have begun adapting telecommuting as an added corporate culture benefit and as a way to recruit and retain key talent. As a result, managers may find themselves forced to respond to an all-new set of needs and concerns from their staffs. How does the international team leader ensure that the necessary lines of communication stay up when there are thousands of miles and half a dozen time zones separating offices?
It seems that with each passing year the speed at which new and emerging technologies are transforming business increases in almost direct proportion to impact. We now all live in an era of digital business transformation that is being enabled by rapid advances in telecommunications services. These changes do not just impact the way employees work; they profoundly change the way customers interact with businesses of all sizes.
Competing in telecommunications markets is becoming extremely complicated. Responding to disruptive change from many directions, telecom companies are experimenting with new business models and offering new types of services. With this comes the potential to draw new waves of regulatory oversight, further complicating the picture.
Agencies have long provided telecommunications companies with scalability for collections in a high-growth industry. Today, with markets and business models changing, your collections agencies have a growing impact — for good or ill — on your success.
In saturated, contested telecom markets, credit origination has become a strategically important capability in acquiring and retaining the right mix of customers. Being quick and adept at making enormously complex decisions — involving product bundle eligibility and pricing, deposits, credit limits, device financing rates and terms — has far-reaching effects beyond market share and current revenue.
Today it's easy for customers to leave, and they have fewer reasons to stay. In saturated telecom markets, competitors offer similarly high levels of coverage and service. Years of price-based competition have left little room for differentiation and margins are stretched thin.
Published By: Infosys
Published Date: May 30, 2018
Enterprises often accord the lowest priority for modernizing systems running business-critical applications, for fear of disruption of business as well as the time it would take for the new system to stabilize and come up to speed.
A large telecom company had the same fears when they decided to modernize the reporting data warehouse which produced reports critical for making business decisions. See how Infosys helped and the five key takeaways from the project.
Older PCs are a risk due to a lack of robust hardware-based security, older processors, and outdated operating systems. This Cheat Sheet paper discusses the points you should consider when selecting notebooks and laptops for your mobile and remote workforce. Download this paper today to learn about how combining the right hardware upgrades with newer OS options and endpoint management software can provide the needed protection against today’s security risks.
Published By: ShoreTel
Published Date: Oct 26, 2012
Whether you need to build a business case for a UC system, or are ready to select a new solution, this white paper offers a thorough, side-by-side comparison of ShoreTel and Avaya offerings to help you make informed decisions.
Published By: ShoreTel
Published Date: Oct 26, 2012
Total cost of ownership is a key metric for assessing costs, benefits and risks of a UC solution, enabling organizations to properly evaluate competing solutions. This white paper examines the total cost of ownership measured in different ways.
This paper will help you to understand the importance of creating a DRP for your company. This is a critical step in preparing for disaster, improving employee response, reducing downtime, and quickly returning to normalcy.
Customer service has an opportunity to be a much more strategic weapon for businesses that understand its power. To do this means moving away from what has traditionally been viewed as a back-end operation and cost center to what is now being viewed as a brand-focused profit center. The primary driver of this sea change is engaged and empowered consumers, who want to get the answers to their questions anytime, anywhere, on any device they choose.