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John Myers

Hey all-

Welcome to my blog. The fine folks at the BeyeNETWORK™ have provided me with this forum to offer opinion and insight into the worlds of telcommunications (telecom) and business activity monitoring (BAM). But as with any blog, I am sure that we (yes we... since blogging is a "team sport"...) will explore other tangents that intersect the concepts of telecom and BAM.

In this world of "Crossfire" intellectual engagement (i.e. I yell louder therefore I win the argument), I will try to offer my opinion in a constructive manner. If I truly dislike a concept, I will do my best to offer an alternative as opposed to simply attempting to prove my point by disproving someone else's. I ask that people who post to this blog follow in my lead.

Let the games begin....

About the author >

John Myers, a senior analyst in the business intelligence (BI) practice at  Enterprise Management Associates (EMA). In this role, John delivers comprehensive coverage of the business intelligence and data warehouse industry with a focus on database management, data integration, data visualization, and process management solutions. Prior to joining EMA, John spent over ten years working with business analytics implementations associated with the telecommunications industry.

John may be contacted by email at JMyers@enterprisemanagement.com.

Editor's note: More telecom articles, resources, news and events are available in the BeyeNETWORK's Telecom Channel. Be sure to visit today!

December 2009 Archives

Last week Electronic Arts (one of the leaders in the gaming industry) announced that they will migrating from packaged games like “Madden NFL” to mobile and free alternatives (like social network options) to console gaming packages.

In this, EA is following similar trends in the ‘established’ content industries like movies, tv and music.  The high-end production costs of some of these titles/franchises (whether it be games, video or music) require “guaranteed” returns for the amount of dollar outlays by the producers.  Coupled with the current economy and the choices that some consumers are making about their disposable income; without those “guarantees”, producers are going for lower cost/higher margin titles to balance out their catalogs.

In my opinion, this strategy will do two things….

  1. It will bring some of the older “classic” games back into circulation as gaming producers attempt to gain additional revenues from gaming titles that have already been developed.
  2. It will open up innovation from companies who look to topple EA, and others, from their throne as top of the gaming pyramid.

What does this mean for the telecom industry?

The movement from console gaming to mobile and social networks will move a certain amount of the control/power of gaming to network that supports it.  With the adoption of mobile and free social network games, telecom service providers will have more information on a user’s activity and more barriers to exit / stickiness of services than they did when the console “controlled” the information.

However, these games still represent consistent “off-deck” or over-the-top revenue opportunities for the gaming producers just as video and audio content producers are continuing their “end around” of telecom service providers as the conduit of those offerings.


Posted December 7, 2009 12:35 PM
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Recently O2 UK announced an in-house, opt-in mobile advertising platform that solves some of the issues associated with the entire mobile advertising concept – trust that advertisers won’t abuse access.

While the CTIA in the US has been offering a registration directory and a “monitoring” service for a short-code, mobile advertising organization’s adherence with Mobile Marketing Association’s guideline; the O2 offering is to manage “traffic” for the advertiser and “trust” for those O2 customers who opt-in for the service.

From a telecom service provider perspective, I like the movement from a dumb-pipe to a value-add service for both advertiser and consumer.  The handling of behavioral and preference profiles provide both increased access for the advertiser and protection for the O2 customer. 

However, I am not sure that the conservative nature (one SMS per day and only O2 customers) of the service will meet the needs of cutting edge advertisers or early consumer adopters of mobile marketing services.

What do you think of the “internal” use of mobile advertising divisions by telecom service providers?

Post your comments below or email (John.Myers@BlueBuffaloGroup.com) / twitter (JohnLMyers44) me directly.


Posted December 4, 2009 9:49 AM
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One of my favorite topics is how business shouldn’t necessarily be driven alone on profits… and in particular short-term profits.  Don’t get me wrong… For-Profit businesses are designed, created and operated for a purpose - the generation of profit.

However, I believe that most companies should be looking for something a little different.  Telecoms and other businesses should be looking at the end of the year and not the quarter.  Business strategy shouldn’t be aligned to the next analyst meeting, but rather long-term stake-holder (shareholders, employees, business plan) value.

A recent article by Nathan Washburn talks about how employees view their companies.  Employers that focus on the following are viewed by their employees far better than those that simply focus on profit:

“…to balance the concerns of customers, employees, and the community while also taking environmental impact into account… “

Those organizations that don’t adopt the attributes above find themselves with lower employee involvement and thus lower corporate performance.

Now… I am not advocating that telecoms scrap plans for profit in 2010.  However, I do believe that telecoms, in particular those in the US, should take a look at their dedication to the balance between profit and “service to the community”.  This is for two reasons:

  1. Regulatory Environment
  2. Aging of the Telecom Workforce 

The current US Administration, in particular FCC, have found some balance and will start to apply more of their agenda(s) prior to the 2010 elections. This may “obligate” telecoms to increase their commitment to the community.  Perhaps pro-active initiatives to “serve the community at large” will either prevent ( …a slim possibility… ) or reduce ( …more possible, but still slim… ) that increased regulation.

This encouragement toward “service to community” may have an extended effect for a telecom via its workforce.  With the aging and “retirement” of the telecom workforce and the inevitable ( …knock on wood… ) improvement of the economy; telecoms will once again be in the business of competing for qualified staff.  Putting in place contributions to community and rather than being wholly driven by profit could/should/would improve a telecom’s ability to attract that new employee talent and vision that will keep a telecom viable instead of merely a “dumb pipe” for other organizations to provide value to enterprise and retail customers.

What do you think of this “unique” opportunity for US telecoms?

Post your comments below or email (John.Myers@BlueBuffaloGroup.com) / twitter (JohnLMyers44) me directly.


Posted December 2, 2009 11:00 AM
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