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Vodacom Strategic Analysis 2007 Vodacom case study: Open Innovation Innovation Festival, 8 March 2010 Maruis Conradie EHOD: Group Strategy & Innovation
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Vodacom Group Innovation ecosystem New Revenue Streams Vodacom Ventures: Buy equity, mainly in start-ups Buss Dev; M&A: Build/ Buy larger companies  Prod Dev:  Internal Innovation Mobile ICT services Collaboration Network for emerging markets (VEMCI) Incubation Hub Non-traditional external services Niche Centres of Excellence Coordination of Vodacom innovation ecosystem Technology strategic planning Vodacom and Vodafone R&D Technology Architectures Test Networks with suppliers Experience Centre Plug & Play environment
Why is open innovation important for Vodacom ? Mobility / range vs throughput New digital value chains Mobility, outsourcing and ICT convergence creates  an “Information cloud” with unique new service opportunities Source: NSN and Vodacom Group Strategy
Emerging Market focus ,[object Object],[object Object],©US/A Roux 2009 Age distribution trends in Europe and Africa
Emerging market needs and adoption  are unique and require local solutions
Open Innovation take different forms in various parts of “The long tail” Source: NSN and Vodacom Group Strategy Collaboration Crowd Sourcing R&D / Outsourcing Broadband SaaS Digital Supermarket Business model involves: Suppliers and  Vodacom Core services ( ~ 20 ) Partner services ( 20 - 100 ) Marketplace services ( > 100 ) Revenue / service Total Revenue Voice Business services SMS /  MMS / IM M-Health Community Services Widgets M2M Web 2.0 mCommerce Infotainment APIs Applications Enablers
VEMCI approach to collaboration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VEMCI ecosystem and focus areas: Linking Vodacom assets and innovation initiatives  with all external stakeholders mCommerce Web 2.0 telemetry
Vodacom Experience centre and Test lab:  To create an internal environment where Vodacom can experience future technologies in the concept phase  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Open Innovation & Collaboration Fast-track Prototyping “Plug & Play” environment The Experience Centre, Test Lab and VF Betavine (employees & opt-in social networking communities) made available to VEMCI & 3 rd  parties with venture capital support
Vodacom Strategic Analysis 2007 THANK YOU! [email_address] VodacomInnovation.co.za Vodacom.co.za/cdpd

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M Conradie Vemci Presentation 8 March 2010

  • 1. Vodacom Strategic Analysis 2007 Vodacom case study: Open Innovation Innovation Festival, 8 March 2010 Maruis Conradie EHOD: Group Strategy & Innovation
  • 2.
  • 3. Vodacom Group Innovation ecosystem New Revenue Streams Vodacom Ventures: Buy equity, mainly in start-ups Buss Dev; M&A: Build/ Buy larger companies Prod Dev: Internal Innovation Mobile ICT services Collaboration Network for emerging markets (VEMCI) Incubation Hub Non-traditional external services Niche Centres of Excellence Coordination of Vodacom innovation ecosystem Technology strategic planning Vodacom and Vodafone R&D Technology Architectures Test Networks with suppliers Experience Centre Plug & Play environment
  • 4. Why is open innovation important for Vodacom ? Mobility / range vs throughput New digital value chains Mobility, outsourcing and ICT convergence creates an “Information cloud” with unique new service opportunities Source: NSN and Vodacom Group Strategy
  • 5.
  • 6. Emerging market needs and adoption are unique and require local solutions
  • 7. Open Innovation take different forms in various parts of “The long tail” Source: NSN and Vodacom Group Strategy Collaboration Crowd Sourcing R&D / Outsourcing Broadband SaaS Digital Supermarket Business model involves: Suppliers and Vodacom Core services ( ~ 20 ) Partner services ( 20 - 100 ) Marketplace services ( > 100 ) Revenue / service Total Revenue Voice Business services SMS / MMS / IM M-Health Community Services Widgets M2M Web 2.0 mCommerce Infotainment APIs Applications Enablers
  • 8.
  • 9. VEMCI ecosystem and focus areas: Linking Vodacom assets and innovation initiatives with all external stakeholders mCommerce Web 2.0 telemetry
  • 10.
  • 11. Open Innovation & Collaboration Fast-track Prototyping “Plug & Play” environment The Experience Centre, Test Lab and VF Betavine (employees & opt-in social networking communities) made available to VEMCI & 3 rd parties with venture capital support
  • 12. Vodacom Strategic Analysis 2007 THANK YOU! [email_address] VodacomInnovation.co.za Vodacom.co.za/cdpd

Notas del editor

  1. Generation X Born late-1960s to 1980s; now in their 20s and 30s SA: 2005 15.41m ≈ 30% of population Millennial generation/ Generation Y Born 1990s and 2000s; now children and teens SA: 2005 21.2m ≈ 45% of population ! Influenced in their youth by Global village 9/11, global terrorism, protectionism Internet and cell phones