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Cloud Mobile
maat International defines mobile cloud as mobile services and apps delivered from an IaaS to a mobile device such as a smartphone or a softphone. maat International Mobile cloud services comprises Traditional cloud services, as an extension of traditional, wired cloud services (Saas, Iaas) to mobile devices, and unique mobile cloud services, which are services that exploit features of the mobile device (e.g., camera, voice recognition) and the characteristics of mobility (e.g., location, presence) to create unique, cloud-delivered offerings. maat Open Telco API by maat International, provides an end-to-end managed infrastructure for Network Operators to build up their own App Store. maat Open Telco API is an plug-and-play “off the shelf” environment allowing to build up an instantaneously two-sided business platform to compete in the new environment of networks, devices and applications.

Room Elements:

10-01-2012 9:50
Smart+, our SmartCity Model, becomes a model supported by a Technology Platform in the Cloud Computing philosophy, multi-channel multi-device Services for Integrated Smart Entities (Buildings, Communities, Cities, States, …) enabling new models of Management, aligning technological strategies and sensing infrastructure for the provision of Common Services. ennCloud goal is to achieve a more efficient and effective 21st century public infrastructure system, creating new ecosystem for the different actors involved.
09-01-2012 10:14
SIGTB is based on open architecture and new generation designed to accelerate business processes and cycles of any financial institution, to align technology and business. It becomes a Technology Platform for the Development Bank Cores philosophy based on configurable and modular, enabling high efficiency in its evolution derived from the functional, technological and policy of any entity.
08-01-2012 17:52
maat International has developed GLIMP Infrastructure, a Cloud enable Technological Infrastructure that supports all the intermodal requirements of the distribute trading partners –operators, users,...–, which enables the achievement of significant improvements in productivity, competitiveness, cost reduction, optimization of time and eliminating inefficiencies in the new emerging Logistics Networked Supply Chain Sector of Conteneraized Traffic.
07-01-2012 9:30
Virtual Livestock Unit (eGanadero) is the tool that granted to producers interact with management in an agile and efficient, able to initiate and access their conventional procedures in a telematics, from internet-connected device (PC, laptop, smartphone , ...) It is currently integrated with existing systems of Castilla La Mancha and the Ministry of Agriculture of Spain. The platform enables rapid development, taking as a starting point to clear advantages over systems administration management sector.
06-01-2012 18:34
maat International has developed the maat eGovernment Platform to propel the modernization of the Public Administration. It also encourages the interactive use of information and communication technologies on the part of the citizens and presents itself as an efficient, open and multi-channel alternative for information and management systems pertaining to Public Administration.
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maat Open Telco API

The starting position of Telco Operators are based on a strong position control of the telco infrastructure and a pricing model based on distance and time.

Today, this business model is exhausted, "flat-rate regardless of consumption (Skype, ...). The business of ADSL contracts exists but has caducity time. Telco Operators HAS TO CHANGE

There are new emerging service platforms based on "exclusive" operating systems (Apple, Microsoft, Google, Amazon, ...) These operating systems in turn enable the creation of developers communities and "application stores” –appstores– that are that customer loyalty, corporate and residential - ...

Telco Operators have a strong competitive pressure on Application Service Providers (Platform)-above-and below-devices-which until now were his partners (Nokia, Blackberry, Google, ...) in the residential market, since Amazon and the Azure have a strong position on the corporate market.

On the other hand, network infrastructure begins to be saturated if it does not have these services, content s applications have a low value added.

The common feature of both platforms (applications) and devices is the existence of a closed operating system that let Telco Operators in the position of mere "carriers" of data with low added value. The opportunity for Telco Operators is to supplement the "Operating System" through the deployment of technology platforms Cloud Infrastructure Services, horizontal and vertical.

For this, the first idea would be to establish a partner relationship with maat International as a Cloud Computing Technology Provider to enable to Telco Operator constitute a "developers & applications ecosystem” and services around the Operator network.

The maat International value proposition (Next Generation Telco Business Model) would serve to Telco Operators as its end to end Cloud Computing Technological Platform to:

  • Improve the Customer loyalty.
  • Improve Traffic control and consumption.
  • Take advantage of new business model.

maat International business model for network operators (Next Generation Telco Business Model) demands subscriber-centric data consolidation (Cloud Infrastructures) to:

  • Improve CAPEX/OPEX.
  • Improve time-to-market with new services.
  • Leverage subscriber loyalties.
  • Encompass Web 2.0 / Telco 2.0 opportunities particularly through the Cloud Technological Infrastructures deployment –Horizontal & Vertical – which allow the Business Ecosystems Deployment around the Telco Operators Network.
  • Open Telco API.
  • Cloud Infrastructure –IaaS/PaaS/BPaaS/SaaS.
  • System Integration & Developers Ecosystem.
  1. Cloud Mobile
  2. Next Generation Telco
  3. Telco Opportunities with maat Open Telco API
  4. Architecture

The growth of mobility, and the way it has fundamentally changed our lives, is unprecedented. Close to 80 percent1 of the world’s population now has access to a mobile phone, and new devices like the iPhone and Android smartphones are bringing a host of applications and services to the palms of people’s hands.

At the same time, cloud has become the new way of delivering—and charging for—IT services and functionality. Technology services and apps are increasingly being delivered and paid for on-demand from remote data centers, accessible through the “cloud” of interconnected networks that constitute the Internet. Everything from email, content storage, and applications like Salesforce.com to more complex computing and development platforms can now be accessed through simple browsers and delivered through the cloud, eliminating the need for end-user applications and high-powered computers.

maat International defines mobile cloud as mobile services and apps delivered from an IaaS to a mobile device such as a smartphone or a softphone.

Customers access these services on-demand using the browser or thin client on their mobile devices. This contrasts to “thicker” clients that are downloaded from app stores and reside (and run) on the mobile device. Mobile cloud services are agnostic about the type of device or operating system on which they run.

Mobile cloud comprises two categories of services:

  • Traditional cloud services: The extension of traditional, wired cloud services (Saas, Iaas) to mobile devices.
  • Unique mobile cloud services: Services that exploit features of the mobile device (e.g., camera, voice recognition) and the characteristics of mobility (e.g., location, presence) to create unique, cloud-delivered offerings.

Cloud-delivered services (e.g., storing, sharing, conferencing) will explode over the next several years. In fact, 70 percent of all mobile users expect to consume these capabilities in the next one to two years. Additionally, users are interested in a mobile cloud-based virtual desktop infrastructure (VDI) service that would allow them to arrange a computer desktop to reflect their personal preferences and view the same configuration on any mobile (or other) device they log into.

Mobile users want more than just mobile access to wired cloud services. Ideally, they would like to exploit the cloud to experience new services that combine the unique capabilities of their mobile devices with the benefits of mobility. For example, users are interested in combining the microphone and speaker capabilities of their devices to do real-time voice translation.

Where voice calling once defined mobile, it is now just another application or function for most smartphone users. In fact, voice calling ranked as the fifth-most-used function by business users. Both business users and consumers are much more interested in using their smartphones for texting and taking photos, which ranked first and second, respectively. In addition, business users, given their frequent use of smartphones for both their work and personal lives, are the largest adopters of more advanced types of hybrid (business and personal) services, such as apps, playing games, mapping, videos, and social networking. And, of course, business users are the largest users of more work-centric features such as productivity tools, business applications, and conferencing.

A Two Sided Business Model

Products and services that bring together groups of users in two-sided networks are platforms. They provide infrastructure and rules that facilitate the two groups’ transactions and can take many guises. In some cases, platforms rely on physical products, as with consumers’ credit cards and merchants’ authorization terminals. In other cases, they are places providing services, like shopping malls or Web sites such as Monster and eBay. 

Two-sided networks can be found in many industries, sharing the space with traditional product and service offerings. However, two-sided networks differ from other offerings in a fundamental way. In the traditional value chain, value moves from left to right: To the left of the company is cost; to the right is revenue. In two-sided networks, cost and revenue are both to the left and the right, because the platform has a distinct group of users on each side. The platform incurs costs in serving both groups and can collect revenue from each, although one side is often subsidized, as we’ll see. 

The two groups are attracted to each other— a phenomenon that economists call the network effect. With two-sided network effects, the platform’s value to any given user largely depends on the number of users on the network’s other side. Value grows as the platform matches demand from both sides. For example, video game developers will create games only for platforms that have a critical mass of players, because developers need a large enough customer base to recover their upfront programming costs. In turn, players favor platforms with a greater variety of games.

Because of network effects, successful platforms enjoy increasing returns to scale. Users will pay more for access to a bigger network, so margins improve as user bases grow. This sets network platforms apart from most traditional manufacturing and service businesses. In traditional businesses, growth beyond some point usually leads to diminishing returns: Acquiring new customers becomes harder as fewer people, not more, find the firm’s value proposition appealing.

Platforms serving two-sided networks are not a new phenomenon. Energy companies and automakers, for example, link drivers of gasoline-powered cars and refueling stations in a well-established network. However, thanks largely to technology, platforms have become more prevalent in recent years. New platforms have been created (Google, for example, links advertisers and Web searchers) and traditional businesses have been reconceived as platforms (for instance, retail electricity markets are evolving into platforms that match consumers with specific power producers, allowing them to express their preferences for cheaper coal or more costly renewable power). Yet for all the potential they’ve spotted, platform providers have struggled to establish and sustain their two-sided networks. Their failures are rooted in a common mistake. In creating strategies for two-sided networks, managers have typically relied on assumptions and paradigms that apply to products without network effects. As a result, they have made many decisions that are wholly inappropriate for the economics of their industries.

maat Open Telco API presents several opportunities for telcos to pursue.

Analysts estimate that by 2015, telcos will have a 23% share in the overall cloud services market.

Telco

Telco