Market forces are reshaping the Communications, Media and Utilities segments both regionally and globally.
Disruptive global market entrants are changing the traditional telecommunications and media industry business models. These include internet enabled solution and service providers such as Google and Skype changing services selected by users. Social and collaboration media radically change the way people connect and make use of information. In parallel, device manufacturers such as Apple develop long-term direct relationships with their clients, driving industry change. In addition, rich content and media providers are bypassing traditional channels to the consumer. These changes are challenging the predictability of revenues, profitability and customer relationships that communications and media organizations traditionally have relied upon for the best part of the last century. Further challenges are faced with the introduction of new technologies that enable the convergence of technology and services within the telecommunications industry between wireless and wireline, connection-oriented and connectionless, content and communications, push and pull, real and virtual, applications and services. Lastly, telecommunications and media companies are challenged to transform from product oriented to customer centric organizations.
The utility industry sector is becoming more complex with the gradual deregulation of the retail aspect of the market, peak-load energy trading, green-energy products and generation alternatives. Additionally, the emergence of carbon trading, ‘smart-grid’ distribution requirements, ‘smart-meter’ technology advances and the bundling of multiple service types including power, gas, services, and telecommunications into the supply chain and customer proposition bring fresh challenges. These developments offer major risks and opportunities to established and emerging utility providers, including horizontal and vertical value chain transformation.
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