В яблучко. Браво.
До даної думки досить важко звикнути tech profi. Про це попереджається Telco 2.0 ініціативою:
1.
http://www.telco2.net/blog/2007/04/business_model_map_qa.html
"In a nutshell:
* Network operators are delivery/distribution businesses: they deliver valuable bits from A to B.
* There are many ways of delivering those bits. For example, a video could be sent on a DVD, via IPTV, a peer-to-peer download, streamed from a content delivery cache, etc.
* The map documents these distribution channels for valuable bits. Which ones are you as a telco going to invest in?
* Each one is assessed on two criteria: does payment automatically flow between connectivity and the content/service ("commercial integration"), and is the delivery network hard-wired to that particular media delivery, or general purpose ("technical integration")."
2.
http://www.telco2.net/manifesto/
A change in thinking
The hardest, but most important, part of reaching Telco 2.0(tm) is a change in the culture and mindset of operators:
· An assumption of abundance, rather than rationed scarcity.
Example: Share a hundred images in a picture-sharing service rather than sell one MMS.
· A preference for openness, rather than hoarding of assets and information.
Example: How much brand value is lost locking down Bluetooth from reaching its full potential to users?
· A change for most from a network-centric view in favour of focusing on customer data, billing, relationship, distribution and partnership assets.
Example: What is the real value of the call detail records in creating intelligent call routing services?
· A desire to connect people above the promotion and consumption of media content or information services.
Example: Why invest so heavily in streaming video from media conglomerates when user preference and revenue consistently comes from the sharing of user content and experiences?
· A willingness to learn from, and interact with, the broader world of Internet players.
Example: What are the lessons of Skype for telcos wishing to broaden the reach of their voice and messaging products to new platforms?
· Agility and innovation in core messaging and voice products, in contrast to today's stasis.
Example: Vonage's troubles partly stem from having merely replicated POTS, rather than having innovated.
· Getting away from the fear of "dumb pipes". Utility businesses can be very profitable given the right cost base, and funding/pricing approach.
________________________________
From: Vladimir Litovka [mailto:doka.ua@gmail.com]
Sent: Friday, November 23, 2007 8:30 AM
To: netch@netch.kiev.ua
Cc: Гринчук Олег; uanog@uanog.kiev.ua
Subject: Re: [uanog] Криза Інтернет до 2010 року?
On Nov 22, 2007 6:45 PM, Valentin Nechayev