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MKGRA020O AM Newsletter Asia June 2010 (AW) LR

MKGRA020O AM Newsletter Asia June 2010 (AW) LR

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Published by Partho Choudhury
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Published by: Partho Choudhury on Apr 06, 2011
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Analysys Mason in theAsia–Pacific region
Analysys Mason has been active in theAsia–Pacific region for more than ten years, wellbefore we established an office here inSingapore in 2006. We recently moved to a newoffice in Robinson Centre, in the heart of Singapore’s Central Business District nearRaffles Place and the newly developed MarinaBay Financial Centre.Analysys Mason has worked in virtually everycountry in the Asia–Pacific region. Over the lastten years we have worked with most of thetelcos, regulators, financial institutions and mediacompanies in the region. Our work includesassisting clients to win licences in the early years,helping them launch their businesses and thensupporting their commercial strategy andoperations as their markets face increasedcompetition and consolidation. We have alsoassisted regulators to develop and implementfar-reaching policies and regulations, and havesupported financial institutions and privateequities firms in major transactions. In short, wework with players in the industry to solve theirmost pressing issues by formulating practicalstrategies and plans that transform theirbusinesses and improve their operations.Some of the notable work undertaken by ourSingapore team recently, with support from expertsin our other offices around the world, includes:• Developing a data strategy for a regionalmobile operator• Assisting a pure-play mobile operator with itstransformation into a triple-play operator• Developing a framework for the nationalbroadband network for a major regulator, andalso assisting two other regional regulators inthe development of national broadband plans• Working with a pay-TV operator on a series of issues such as content strategy, churnmanagement and channel optimisation
2 Analysys Mason in IndiaMobile banking – will the bankslead the next wave?3 Exploiting the digital dividend: aunique opportunity for Asia–Pacific4 Improving revenue yield andreducing network costs for mobilebroadband5 Retention and growth in emergingmobile markets: what are theoptions?6 Interesting M&A opportunities inAsia–Pacific7 Defining an approach to nationalbroadband policy8 About Analysys Mason
Asia Edition – June 2010
Written by Yang-Soon LeePartnerConsulting Division
Advising a regulator on a series of engagementscovering spectrum trading and auctions• Supporting several financial institutions andprivate equity firms on transactions such asthe privatisation of a publicly listed company,acquisition of towers, telecoms and cablecompanies and funding of network expansion• Conducting a thorough network audit for amajor operator following a significant outage.The Asia–Pacific team in Singapore is led by Yang-Soon Lee and Amrish Kacker. Both are Partners atAnalysys Mason, with extensive consultingexperience in the telecoms and media industries,both globally and within the region. The office issupported by a team of equally experienced SeniorManagers and Consultants, most of whom havepostgraduate degrees from major universities suchas Columbia, INSEAD, Oxford, Cambridge and LSE.
For more information, please contactYang-Soon Lee, Partner, atyang-soon.lee@analysysmason.com
Analysys Mason in the Asia–Pacific region – continued
Analysys Mason established its presence inIndia through acquisition of BDA Connect’sIndia Operations in April 2010. BDA Connect India was founded in 2006 with afocus on providing consulting and investmentadvisory services to clients across thetelecoms, media and technology (TMT)value chain in India.Based in New Delhi, the Analysys Mason Indiateam consists of 15 professionals withsignificant experience in strategy consulting intelecoms and technology. The team has beenworking closely with telecoms operators,original equipment manufacturers (OEMs) andvalue-added service (VAS) companies onmarket entry and growth strategy, and hasadvised public organisations such as theFederation of Indian Chambers of Commerceand Industry (FICCI) and the Confederation of Indian Industry.Some of the notable work undertaken recentlyby our India team includes:• Due diligence relating to an investment of USD300 million in a wireless broadband provider• Advising a leading technology OEM onregional acquisition opportunities in them-commerce business• Developing a business plan for a licence bidapplication, on behalf of a large internationaltelco• Developing a three-year business plan andmarket entry strategy for the Indian VASbusiness of a large Japanese and Europeanconglomerate• Developing a mobile store pricing strategy fora large handset OEM in India• Developing a thought leadership report on
3G and BWA: The Next Frontier, Business Models, Projections and Imperatives 
, inpartnership with FICCI.Analysys Mason’s India office is led by KunalBajaj and Pankaj Agrawal. Both have extensiveconsulting, regulatory and operating experiencein the TMT industries in India. The office issupported by a team of consultants andanalysts, many of whom have degrees frommajor universities such as University of Pennsylvania (Wharton), Indian Institute of Management, Indian Institute of Technology,Tohoku University and ESCP-Europe.
For more information, please contactKunal Bajaj, Partner, atkunal.bajaj@analysysmason.com
Written by Kunal BajajPartnerConsulting Division
Analysys Mason in India
2Ever since operators such as M-Pesa, GlobeTelecom and Smart started having somemeasure of success in the mobile moneytransfer business, banks have been askingthemselves whether they too have what ittakes to deliver a mobile banking proposition totheir customers or whether they are limitedsimply to offering mobile-optimised portals.Mobile money transfers have been particularlysuccessful in Asia where there are relatively highwireless penetration levels, coupled with lowlevels of access to financial services – especiallyin developed markets, as shown in Figure 1.Banks, however, need to be aware that whiletargeting ‘the unbanked’ does provideopportunities, there are significant challengesto be overcome. Figure 1 shows eight keyobservations Analysys Mason has made in thecourse of working on mobile banking projects.
Written by James OngManagerConsulting Division
Mobile banking – will the banks lead thenext wave?
Market size
1. Past successes are no guarantee of future demand – 
M-Pesa and Globe Telecomoperated in unique and favourableenvironments. M-Pesa was offered bySafaricom, a largely dominant mobile operator,whereas Globe Telecom operated in thePhilippines, a market with very large inboundremittances.
2. Transactions do not equate to revenue – 
large volumes of transactions may not translateinto revenue. USD1 billion of inflow remittanceswill, on average, generate only USD7.5 millionof revenue for the receiving bank, due to lowremittance margins and revenue share.
3. The addressable market needs to be understood – 
a large proportion of theunbanked may not be addressable simplybecause they are unable to save due to a lack of money or jobs. Of the third of people inIndonesia who do not save, 80% of them donot due to lack of money.
4. Telco partnerships are usually key – 
ingeneral, banks have chosen to partner withtelcos for execution, and successes in themobile money area have mostly beentelco-centric. Nevertheless, there have beena few notable banks or bank-related entities,such as Barclays India, WING Cambodia andFirst National Bank, which have gained sometraction in this space.
5. The revenue model needs to be clear – 
thesources of revenue – and hence the businessmodels for mobile banking or commerce – arevery different for banks and telcos. Banksprimarily derive income through net interest orthrough transactions such as remittance,whereas telcos derive income primarily fromaccess. Hence banks have to be mindful of thediffering objectives of both parties, when goinginto partnerships with telcos.
6. Regulatory constraints are very real – 
for thebanks, regulatory issues have constrainedmost deployments. This is especially evident instringent ‘know your customer’ (KYC) andanti-money laundering (AML) requirements,which are normally only satisfied throughbank branches, and not necessarilythird-party agents.
7. Access methodologies need to suit market requirements – 
telecoms access methods forbanks in developing markets have traditionallybeen based on SMS and STK (SIM ApplicationToolkit). These both have issues in terms of usability and take-up. While USSD(Unstructured Supplementary Service Data)can potentially solve some of these issues,banks have had limited success in securingUSSD access from telcos.
8. Costs should not be underestimated – 
the costs of deploying a fully fledged mobilebanking service should not be underestimated.While capital expenditure tends to be low,the operating costs for telecoms access,marketing and commissions can bevery significant.To understand the opportunities andchallenges fully, a rigorous business planningand strategic exercise is essential. AnalysysMason offers a unique combination of experience, knowledge and skills in variousaspects of mobile banking and mobilecommerce business planning. This includesdeveloping go-to-market strategies, engaginginternal teams, managing external vendors,and programme management.
For more information, please contactJames Ong, Manager, atjames.ong@analysysmason.com
Figure 1: Wireless penetration versus access to financial services [Source: Analysys Mason, World Bank]
Mobile banking – will the banks lead the next wave? – continued
Television is now almost entirely digital: in Europeand the USA, traditional terrestrial broadcasting isin the final stages of switchover from analogue todigital, and across the world, platforms such assatellite, cable and increasingly IPTV are offeringhigh-quality digital image and sound.The Asia–Pacific region is in the midst of thistransition: pay-TV platforms are steadilyincreasing their penetration in the generalpopulation, spectrum regulators are busynegotiating the frequencies they will use fordigital terrestrial television (DTT), andgovernments have launched massiveawareness-raising campaigns to inform theircitizens that some time in the next ten years,
Written by David AbecassisSenior ManagerConsulting Division
Exploiting the digital dividend: a uniqueopportunity for Asia–Pacific

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