行動通訊業者收益中的人工智慧成長機會

人工智慧解決傳統挑戰並推動行動通訊業者轉型

將人工智慧融入行動通訊業者的營運，可以帶來許多顯著優勢，例如自動化、以客戶為中心的服務和營運效率的提升。然而，這些優勢也伴隨著挑戰，例如高昂的實施成本和資料安全風險。在高階主管和董事會的大力支持下，營運商能夠克服這些障礙。

人工智慧並非在所有業務領域都能立即見效，因為有些領域已經在使用機器學習。儘管人工智慧在許多領域仍處於早期階段，但其早期的經濟效益（尤其是節能）前景可觀。在競爭壓力的驅動下，領先的供應商將人工智慧（包括生成式人工智慧）融入其成熟度各異的解決方案中。

儘管人工智慧的應用快速推進，通訊業者。

對於尚未明確 AI 策略的企業來說，客戶體驗是最合理的起點。致力於提升客戶體驗的企業往往能取得更佳的財務表現。更優的客戶體驗也使其更容易實現客戶群的收益。相反，如果優先考慮收益而非提升客戶體驗，則可能會阻礙進一步的AI 投資。

三大策略要務對行動服務業的影響

變革性大趨勢

• 原因：人口老化、快速都市化和數位轉型重塑世界。新冠疫情加劇了對即時、自動化和互聯互通主導解決方案的需求。
• Frost 的觀點：到2030年，人工智慧和5G技術進步將影響全球50%以上的工作。

顛覆性技術

• 原因：5G、邊緣運算、雲端和人工智慧等新興技術融合，以滿足對即時自動化和增強連接性日益成長的需求，實現更快的決策、更大的靈活性和更高的效率。
• Frost 的觀點：隨著新技術的不斷應用成為常態，相關人員對基礎設施和連接性的期望等因素帶來的顛覆性影響只會日益增加。企業必須迅速適應客戶和貿易夥伴日益成長的期望。

產業融合

• 原因：5G 將推動產業內部及跨產業的數位轉型，重塑產業格局。 4G 將繼續涵蓋 5G 尚未涵蓋的區域，並支援無需高級功能的基本用例，而 5G 將釋放更高價值的機會。
• Frost 的觀點：企業開發永續的經濟模式，突破界限以保持成長。各行各業不斷調整新的流程和方法，最終實現跨行業的無縫整合。

成長動力

• 持續的數位轉型推動成長
• 科技融合促進創新
• 新技術與5G Advanced結合將帶來更好的價值
• 技術滿足不斷成長的客戶期望

成長限制因素

• 業務永續營運正變得越來越困難：過去四、五年來，許多行動電話營運商為了應對估值下降和差異化不足的問題，紛紛合併或出售網路資產。例如馬來西亞的Digi-Celcom、泰國的DTAC-True以及印尼的Indosat Ooredoo-Hutchison。全球行動電話營運商的數量減少。然而，大多數營運商仍然缺乏充分利用資料的能力。
• 安全威脅加劇：工業IoT如今連接著數十億個終端，需要透過網路傳輸敏感資料，這導致包括網路威脅在內的安全風險激增。隨著簡訊和 WhatsApp 成為資料外洩的常見目標，行動通訊業者肩負著更大的責任，需要保障資料安全、保護隱私並建立數位信任。儘管肩負著這項責任，但大多數行動通訊業者缺乏有效保護其網路的工具和專業知識。
• 人才和技能短缺：技術人才短缺持續拖累新技術和最佳實踐的採用。該行業不再經歷高成長，人才招募也變得越來越困難。行動通訊業者努力平衡人力專業知識與降低成本的自動化需求，並且無法找到人才和技能的最佳組合。

目錄

策略要務

• 為何成長變得越來越困難？
• The Strategic Imperative 8
• 三大策略要務對行動服務業的影響

成長機會分析

• 成長動力
• 成長阻礙因素
• 人工智慧助力行動通訊業者收益
• 人工智慧對行動通訊業者營運商業務營運的影響
• 人工智慧代理在行動電信商業務中的潛力
• 行動業務營運中的人工智慧風險
• 行動業務中的人工智慧風險評估
• 行動通訊業者人工智慧投資現狀
• 給行動通訊業者採用人工智慧的建議

議程

行動通訊業者收益化中的人工智慧成長機會 PFLF-

結論

• 結論和建議
• 行動通訊業者的人工智慧方法：清單

成長機會宇宙

• 成長機會1：擴大產業合作，利用人工智慧推動更佳成果
• 成長機會2：人工智慧在高附加價值領域的策略應用
• 成長機會3：開發人工智慧能力以支援企業資料需求

後續步驟

• 成長機會的益處和影響
• 後續步驟
• 圖表目錄
• 免責聲明

行動通訊業者收益的人工智慧成長機會 PFLF-

AI Is Driving Transformational Growth for Mobile Operators by Addressing Traditional Challenges

Incorporating AI into mobile operator business operations offers clear advantages-automation, customer-centric services, and operational efficiency. However, these benefits come with challenges, including high implementation costs and data security risks. Strong support from C-level executives and boards can help operators overcome these obstacles.

Not all operational areas will see immediate AI impact, as some already use machine learning. While AI adoption remains in early stages across many functions, early financial gains-especially in energy savings-are promising. Major vendors now embed AI, including generative AI, into their solutions with varying maturity levels, driven by competitive pressure.

AI adoption is advancing rapidly, but in telecom, operator investment appetite is often overstated. Significant returns are still emerging, making AI a potential-rather than proven-growth driver. If operators successfully manage the associated risks, AI could become a critical tool to revive industry growth.

For operators still defining their AI strategy, customer experience is the most logical starting point. Operators focused on improving customer experience tend to outperform financially. A better experience also makes monetizing the customer base easier. In contrast, prioritizing monetization before enhancing customer experience may weaken the case for further AI investment.

The Impact of the Top 3 Strategic Imperatives on the Mobile Services Industry

Transformative Mega Trends

• Why: The aging population, rapid urbanization, and digital transformation are reshaping the world. The COVID-19 pandemic has heightened the urgency for real-time, automated, and connectivity-driven solutions.
• Frost Perspective: By 2030, technological advancements powered by AI and 5G will affect over 50% of jobs worldwide.

Disruptive Technologies

• Why: Emerging technologies such as 5G, edge computing, cloud, and AI are converging to meet the rising demand for real-time automation and enhanced connectivity, enabling faster decision-making, greater flexibility, and higher efficiency.
• Frost Perspective: As the constant introduction of new technologies becomes the norm, disruption will increasingly stem from factors such as stakeholder expectations for infrastructure and connectivity. Enterprises must adapt quickly to shifting customers' and clients' rising expectations.

Industry Convergence

• Why: 5G can catalyze digital transformation within and across vertical industries, reshaping the industry landscape. While 4G will continue to provide coverage where 5G is unavailable and support basic use cases that do not require advanced capabilities, 5G will unlock higher-value opportunities.
• Frost Perspective: Enterprises are developing sustainable economic models that push boundaries to sustain growth. Verticals are fine-tuning new processes and methodologies, which will eventually create seamless integration across industries.

Growth Drivers

• Ongoing Digital Transformation Is Driving Growth
• Technological Convergence Enables Innovation
• Emerging Technologies in Combination with 5G Advanced Bring Better Value
• Technology Helps Address Increasing Customer Expectations

Growth Restraints

• Staying in Business Is Increasingly Tough: Over the past 4 to 5 years, many mobile operators have merged or sold network assets to address declining valuations and limited differentiation. Examples include Digi-Celcom in Malaysia, DTAC-True in Thailand, and Indosat Ooredoo-Hutchison in Indonesia, reducing the number of mobile operators worldwide. However, most still lack the capability to fully leverage data.
• Security Threats Are Increasing: Industrial IoT now connects billions of endpoints and makes sensitive data transfers over the internet essential, driving a surge in security risks-including cyberthreats. SMS and WhatsApp have become prime targets for breaches, placing greater responsibility on mobile operators to secure data, protect privacy, and build digital trust. Despite these obligations, most mobile operators lack the tools and expertise to effectively safeguard their networks.
• Talent and Skill Shortages Are Prevalent: A shortage of skilled talent continues to slow the adoption of emerging technologies and best practices. With the industry no longer in a high-growth phase, attracting top talent is increasingly difficult. Mobile operators struggle to balance the need for human expertise with automation to reduce costs, leaving them unable to find the optimal mix of talent and skills.

Table of Contents

Strategic Imperatives

• Why Is It Increasingly Difficult to Grow?
• The Strategic Imperative 8
• The Impact of the Top 3 Strategic Imperatives on the Mobile Services Industry

Growth Opportunity Analysis

• Growth Drivers
• Growth Restraints
• AI for Mobile Operator Monetization
• Impact of AI on Mobile Operator Business Operations
• The Potential of AI Agents in Mobile Operator Business Operations
• AI Risks in Mobile Operator Business Operations
• AI Risks in Mobile Operator Business Operations: Risk Assessment
• Current State of AI Investment Among Mobile Operators
• Advise for Mobile Operators on Adopting AI

Agenda

Growth Opportunities in AI for Mobile Operator Monetization PFLF-

The Last Word

• Conclusion and Recommendations
• Approach to AI for Mobile Operators: A Checklist

Growth Opportunity Universe

• Growth Opportunity 1: Greater Industry Collaboration to Produce Better Outcomes with AI
• Growth Opportunity 2: Strategic Application of AI to Areas That Can Add Better Value
• Growth Opportunity 3: Mobile Operators Developing AI Capabilities to Support Enterprise Data Needs

Next Steps

• Benefits and Impacts of Growth Opportunities
• Next Steps
• List of Exhibits
• Legal Disclaimer

Growth Opportunities in AI for Mobile Operator Monetization PFLF-