Dinamika Persaingan Industri
Telekomunikasi
Mas Wigrantoro Roes Setiyadi
Ketua Masyarakat Telematika Indonesia (MASTEL)
maswig@asia.net.id
Profile MasWig
Pendidikan
• Sarjana Teknik Informatika, Univesitas Budi Luhur (d/h STMIK Budi Luhur), 1992 • Sarjana Ekonomi, Universitas Indonesia, 1996
• Master in Public Policy, National University of Singapore, 2000 • Magister Sains Akuntansi, Universitas Indonesia, 2002
• Kandidat Doktor, Program Studi Ilmu Manajemen, PPS-FEUI
Profesi / Jabatan
• Wakil Direktur Utama, PT Pratama Jaringan Nusantara
• Direktur Institute for Technology and Economic Policy Studies <<INSTEPS>> • Ketua MASTEL
• Dosen Pasca Sarjana:
Agenda
• Scope of Telecommunication Discourse
• Current business environment
• Industry Competitive Analysis
• Competitive Dynamics
Lingkup Kajian Telekomunikasi
Teknologi Hukum Kebijakan &
Regulasi
Lisensi Internasional
Perilaku Manfaat Teledensitas Digital Divide
• Threats and opportunities
• Shifts in consumers behavior
Business dynamic that impact operators business strategy
Changes in consumer behavior
•
Always on
Call Forwarding -> Mobile -> Internet -> Mobile TV
•
Presence based services
- How to be reachable
•
Mobility
- Roaming, WiFi handover, Service Portability
•
Service usage
- e/M-commerce, data, multimedia
•
Payment models changing
The service ecosystems…
• Consumers …
– Wants: simplicity, usability and access to the “Net” and cool things. – Consumption is rapid and instant
– Access is just expected wherever I am
• Application (service) providers …
– Communication network is simple the channel to reach customers. – Target to keep customers always on, regardless of network, location or
terminal.
– Advertising is a vital source of revenues.
• Operators …
– Keep customer loyal and increase service usage, ARPU.
– Consolidation of production environments to lower OPEX in an increasing competitive market.
Convergence from a users perspective
Terminal
: The terminal at hand present the
service I
want
to access.
Access
: Best possible network resource is
engaged
to access the service.
Service
: Based on the service type,
bandwith, method of presentation set the
rules
how to
present the service
Technology shift and uncertainties
•
Web 2.0
– True personalization impacts the expectation of
communication
– RSS and bloggs are used over any media
– Communities and IM replace traditional communications
– New business models (mainly advertising driven)
•
Telco
– An all IP-based world will create new business models
– New communication providers change the business models
– The business model is threatening traditional telecoms
Telco Business trends
Convergence aspects
• Terminal – Multi network access, multimedia
• Network – Converged network for any service
• Services – Mashups, service Portability
• Access – Core network must support different access
methods
Convergence is more than an aggregated bill
• Combination of services that adds value to the customer
• Operational synergies
• New market opportunities
• Captive Market
• Relatively homogeneous portfolio
• Thick margin
• Sole player
• Supporting roles
• Passive business approach
• Competitive market
• Relatively heterogeneous product
• Thin margin
•Multi players
•Creative partnership
• Leading roles
• Proactive business developer
Short term issues and key business
objectives
Short term issues
• Core production systems reaches its “end of life”
• Long process to introduce changes customizations in today’s
production environment.
• Different service platforms for different networks, Fixed,
Mobile and IP networks
Key objective in business decisions
• Supports and enhance core business and then operators
competitive edge.
• Supports migration towards NGN architecture
Alternative revenue stream’s impact on
my business
Advertising and new business models will constantly impact operator’s
traditional business model.
Structure - Conduct - Performance
Industry Structure
•
Number of competing firms
•
Homogeneity of product
•
Cost of entry and exit
Firm Conduct
•
Price taking
•
Product differentiation
•
Tacit Collusion
•
Exploiting market power
Performance
•
Firm Level: normal, below normal,
above normal preference
•
Society, productive and allocative
efficiency, level of employment, progress
The Structure Conduct
Performance
Market Structure
The ways in which the structure of an industry
react to, and reflect, the underlying influences of
Types Industry Structure, Firm Conduct Option, Firm Performance, and
Social Welfare Implications (Barney,2007)
Type of
Industry Industry Attributes Example
Firm Conduct Option
Expected Firm Performance
Social Welfare Implcation Perfect
Competition
Large number of computing firm Homogenous products
Low-cost entry and exit
Stock market Crude oil
Price Taking Normal Social welfare maximal
Monopolistic Competition
Large number of computing firm Homogenous products
Low-cost entry and exit
Tooth Paste Shampoo Golf ball Automobiles
Product
Differentiation (see Chapter 8)
Above Normal Less than perfect competition
Oligopoly Small number of computing firm Homogenous or Heterogenous products
Costly-entry and exit
U.S steel and autos in the 1950s
U.S breakfast sereal
Collution (see Chapter 10)
Above Normal Less than monopolistic competition
Monopoly One firm Costly entry
Tooth Paste Shampoo
Product
Differentiation
INDUSTRY SEGMENT
LEGAL STATUS
OPERATOR(S)
Kompetisi Indosat, Telkom, Esia
PUBLIC SWITCH Fix Wireline Duopoly Telkom, Batam-Bintan Telkom
TELEPHONE NETWORK Fix Wireless Kompetisi Telkom, Indosat, Esia DOMESTIC CDMA-450 Regional License Sampoerna Telekomunikasi
Mobile GSM Kompetisi
Telkomsel, Satelindo, Excelcom, NTS, 3
3G Kompetisi
Telkomsel, Satelindo, Excelcom, NTS, 3
CDMA Kompetisi Mobile-8, Smart Long Distance Monopoly Telkom
INFRASTRUCTURE TERRESTRIAL Kompetisi Semua Operator
SATELLITE Kompetisi Satelindo, PSN, CSM, Telkom
VALUE ADDED SERVICES Data Com, ISP, Payphone, etc. Competition Licensed operators
(Network)
SPECIAL NETWORK VSAT, Trunking Competetition Licensed operators
PRIVATE NETWORK No Resale Any Private Companies Telephone Swicth
Transmission
MANUFACTURING Broadband Switch Competetition Any Companies
SERVICES
INTERNATIONAL GATEWAY
Penyelenggara Telekomunikasi
Pelanggan kartu pra bayar menurut Operator
Telekomunikasi pada Tanggal 25 Juli 2007
Sampoerna Telekomunikasi Indonesia; 198.000;
0%
Telkom; 13.301.000; 15%
Indosat; 19.636.990; 22%
Telkomsel; 41.001.000; 47% Bakrie Telecom;
1.997.127; 2%
Mobile-8; 2.175.731; 2%
XL; 9.743.245; 11%
Hutchinson; 1.057.338; 1% Natrindo; 9.590;
0%
Competitive Dynamics
•
Actions - Reactions
•
Strategic Moves
•
Make profit > Competitors
•
Sustainable Competitive
Telco Business Character
TECHNOLOGY
REGULATORY
FUND
BUSINESS STRATEGY
Network Externalities
• the value of a unit of the good increases with the
number of units sold
• the value of a unit of the good increases with the
expected
number of units to be sold
• externalities arise in the act of exchanging assets or
goods.
• externalities may arise in the array of vertically
related services that compose a financial
The Five Force Model of Environmental
Level of threat
in an industry
Threat of
Supplier
Threat of Entry
Threat of rivalry
Threat of
Substitutes
What do we want to be?
Profits above average regional countries.
Adopted from Coff (1999) & Powell (2001).
Products and services better than
country-competitors do
Adopted from Ansoff (1965), Andrew (1971).
Resources create variety of products, gain
higher revenue.
Strategic decisions
Dynamics of Competition (1)
• Process of competition over time
• Erosion of competitive advantage
– Changes in five forces
– Competitors overcoming adverse forces
• Cycles of competitive response
– Slow
: long periods of established pattern of
competition
– Fast
: hyper competition, constant disequilibrium
Dynamics of Competition (2)
• Implications of speed of competitive cycle:
– Slow-moving - build and sustain competitive
advantages which are difficult to imitate
Competitive Strategy
•
Industrial Organization
(Outside In)
•
Resource-based Theory
(Inside Out)
Defining the strategy
• Who is my prime customer target?
– Business, Residential, Age group, ethnic groups…
• What network resources do I have that bring me competitive edge?
– Single network operator or
– Multiple network operator
• Prime services that must be protected?
– Services with limited competition
3/2/08 maswig for UI 35
Strategi
Bisnis
Moves proaktif
ungguli pesaing
Usaha bangun
keunggulan daya
saing
Strategi supply
chain management
Menanggapi
perubahan lingkungan
politik, ekonomi dan
industri
aliansi strategik
Strategi Keuangan
Strategi Fungsional
Strategi R&D
Strategi service/
Manufacturing
Strategi Pemasaran
Strategi SDM
Sumber: Thompson & Strickland (2003)
Menciptakan
Nilai Bagi
Konsumen
Telecommunication Value Chain
Consumer Electronic
Databases
Network Management VAS
PTOs
Telecom Equipment
Software Computer H/W
Internet
