This presentation will give you a short introduction on why partnering is becoming increasingly important to stay competitive and what you have to bare in mind when considering to partner.

1. Partnering Excellence
Win with Partners
Detecon Community “Partnership Management Excellence”
2017 – Global Knowledge - Strategy & Innovation

2. 2
What you will get in this presentation:
A journey into the opportunities of the „Growth Strategy
Partnering“
Starting Situation
Results of the International
Partnering Study
Success Factors &
Management
Approach
Partnering
Solutions
Way Forward
Community

3. 3# Starting Situation

4. 4
Innovation happens outside the company, partnering
capabilities are needed.
Starting Situation
Market entry of OTT players
WhatsApp hits 100
mn calls per day
TechCrunch June, 2016
Dropbox now has more
than 400 mn registered
users
TechCrunch June, 2015
Spotify tops 140 mn
users, revenue
jumps over 50% to
$ 3,3 mn
TechCrunch June, 2017
Google buys Eyefluence
eye-tracking startup
TechCrunch Oct, 2016
Report: Pokemon
Go has now crossed
$1 bn in revenue
TechCrunch Feb, 2017

5. 5
Operators worldwide increasingly partner with OTTs.
Content services are most significant.
The Starting Situation
Yearly OTT Partnerships (cumulative) OTT Partnership Development by Service (2016)
0
100
200
300
400
500
600
700
800
900
1000
2010 2011 2012 2013 2014 2015 2016
Source: Detecon research, Ovum Telco Partnership Tracker Q1 2017
VoIP
20%
Other
3%
Social Media
16%
Video service
39%
Music services
22%
61%
Content
943 Partnerships
Partnerships more than
doubled since
2014

6. # STUDY RESULTS

7. 7
Detecon has conducted a brand new industry survey:
Partnering as a growth and differentiation driver.
Study Results
Mission of the Study Partnering professionals interviewed
Examine the global state of partner
ecosystems in the telco industry and
identify the key success factors for
improving the return on partnering.
* N = 25, missing: 1; multiple responses were given
17%
CEO
0% CXO
17%
25%
Head of Business Unit / Area
Head of
partnering
Head of
functional area
29%
Other
22%
22%
17%
0%
High target group fit!
N = 25 focus interviews
Link: http://www.detecon.com/en/Publications/
international-detecon-partnering-study

8. 8
The voting of the respondents:
Relevance of partnering has increased dramatically.
Study Results
The relevance of partnering: How does it compare today with 3
years ago? And how relevant will it be in 3 years’ time?
Conclusion
This confirms the first central hypothesis of the Study:
Partnering is gaining more and more strategic
relevance for Telcos.
75% of the respondents consider partnering to
be much more relevant in their company today
than it was 3 years ago.
And 76% believe it will be much more
important in their company in next the 3 years
compared to today.
4%
Same Level
8%
0%
A Little More
16%
21%
Much More
76%
75%
Much Less
0%
0%
0%
A Little Less
Relevance Of Partnering Today Compared 3 Years In The Future
Relevance Of Partnering Today Compared With 3 Years Ago

9. 9
Findings: The change from tactical partnering to a more
strategic partnering approach is now in full gear.
H1
Partnering is gaining more and more
strategic relevance for telcos.
H2
Partnering mainly serves as a key driver of
growth. As a result, partnering types with a
high revenue impact dominate (e.g. sales
or innovation partnerships).
H3
The contribution of partnering to P&L is
still at a conservative level and has to be
improved.
H4
The appropriate partnering mix has already
been identified, yet white spots still exist.
H5
The performance of partnerships can be
influenced by certain success factors.
 Partnering has now emerged as a key
strategic factor.
 Increasing relevance in the future has
been proven.
 Partnering = key growth driver.
 Along with sales and innovation
partnerships, service partnerships must
also be considered.
 The benchmark is a profit margin
of minimum 3-5%.
 Even though approx. 50 to 70% of all
relevant methods, tools and activities
are employed, white spots still exist.
 The main success differentiators are the
factors strategy / selection / integration /
partner development.
Study Results
The Study’s Five Main Hypotheses Results
Partnering Methods/ Tools: Strategy design methods, Partner Selectíon tools, Integration support methods, Development programs

11. 11
Partnering has to be managed along the whole life cycle of
cooperation to achieve optimum return.
Identification, selection and
winning of potential partners
Process design, onboarding, make the
partner network run
Putting a strategic business model in
place
KPI oriented performance
measurement and mobilization of
partners
Partnering strategy
Partner Initiation
Partnership development
& monitoring
Partnership organization
Core
Phases
Success Factors & Approach

12. # SOLUTIONS

13. 13
The following charts show some examples, which triggers
we set, to influence partnerships positively.
Solutions
Snapshot – Partnering Strategy check (in alignment with corporate strategy)
ICT ServicesMobile Fixed / Universal
Value Pockets
(B2B, B2C)
Strategic angle Market angle
- Market growth
- Revenue Potential
- Average profitability
- Gap analysis
- Market Opportunities
- SWOT analysis
True Partnership portfolio value
High Level Analysis of:
- Potential Partners
- Potential Business Segments
- Potential Partnership Model
Telecom
Operator

14. 14
A multi-dimensional and systematic approach is used in
partner assessment to ensure best fit and maximal benefit.
Solutions
Partner Selection - Snapshot
Rough
Selection
Long Range Scope vs.
Mid Term business Scope
Strategic Overview Overall Evaluation
Due Diligence
Partner-
Evaluation/
Optimization
Detailed
Analysis /
individual
Evaluation
Strategic Dimension Operational Dimension
Assessment Approach
Internal Evaluation
External Evaluation
Internal FIT
Partnership
FIT
Final Evaluation
• Ready to
Partner
• Develop
• Monitor
Strategic Market-
FIT
Innovation
Power
Resources
Capa-
bilities
Capacities
Strategy/Decision
• Networking
Platform
• Shift
1 2
3 4

15. 15
A smart partner integration pays off in seamless delivery of
services. SDN* are prerequisite for fast Partner Onboarding.
Solutions
Partner Integration Framework - snapshot
Create partnering momentum by using standard interfaces, virtualization and reducing IT touchpoints
Messaging
Location
Identification
Billing
Zerorating
Authentivcation
…
…
Legal entity
RT Partner / Aggregator
B2C Partners B2B Partners
API
SDN
Partner  Integrating Partners in a case-
by-case mode is slow and
complex
 A service layer can immensely
reduce IT alignment – service
providers already exist
 APIs can be added / removed
according to business
requirements
* Software defined networking

16. # WAY FORWARD

17. 17
Leverage the potential of partnering as growth strategy!
Way Forward
Partnering is a core component of the digital transformation. It allows companies to rapidly acquire
know-how and integrate external USPs into their own business models - at very low cost.
Organic Growth
Mergers & Acqusition
Fundamental Growth Paths Types of PartneringBenefits of Partnering
 Get access to innovative
technologies and solutions
 New business areas
 Achieve coverage & presence
 Reduction of churn
 Contribution to the digital
transformation of your company
 Increase business flexibility
 Use of complementary strengths
 Cost efficiencies & synergies
Innovation &
New ICT
solutions
Sales
Partnerships
Service
Partnerships
ValueCreationforTelcos
New/MoreCustomerExperience
Partnerships
As Growth strategy area

18. 18
Detecon is experienced in partnering: we provide an
outside-in view, we cultivate partnering excellence.
For the past 40 years and thanks
to the experience gained from
more than 20 partnering projects,
Detecon has been successful
helping its clients (national and
international) improve and excel
in partnering.
We run a global partnering
community:
 Outcome: recent partnering
study, webinars Fintech/Intech,
partnering strategy projects,
expert workshops in Asia
 We are in exchange with
partnering professionals all
over the world.
 Some examples from our
partnering circle
Major partnering expertise
employed:
 In residential business projects:
 Operator partnering
 Robotics partnering
 In B2B projects:
 GK partner strategy
 Setup of ngena
 Digital Partnering
 Fintech / InsurTec / Start up
Partnering
 Outside-in view with OTTs
Way Forward
Detecon: Long-term Partner Experience by projects Flow of Knowledge
Partnering Roundtable

19. 19
Partnering Community
Experienced consultants continuously develop our tools
and methodologies for partnership projects worldwide.
Dr. Christian
Krämer
ProjectManager
Core Team – Partnership Excellence
Hildegard
Becker
Pascal
Del giudice
Randel
Barwick
Sophia
Gerlach
Oscar
Escalante
Torsten
KNIER
Carolin
Obernolte
Tanja
Milenkovic
Riem
Jalajel
Daniel
Garcia
Catalan
Birinder
SINGH
Khurana
Mariam
Osouli
Anna
Schwippert

20. # Win with
partners
Detecon International GmbH
Sternengasse 14 – 16
50676 Köln
Phone: +49 221 9161 0
www.detecon.com
info@detecon.com
Köln HRB 76144
Sitz der Gesellschaft: Köln
For more information contact the
Detecon Partnering Excellence
Community:
:
Christian.Kraemer@Detecon.com
Tel. +49 170 780 90 90