Skip to main content

Ladies & gentlemen, we are floating in (white) space

This Wednesday is an exciting day for anyone who uses mobile data services in the UK. Why? Because on Wednesday the first trials of the White Spaces Coalition's frequency agile fast broadband technology begin in Cambridge. Now that analogue TV is very nearly extinct in the UK we can finally start making use of the spectrum for some economic good, beyond re-runs and reality TV.

To summarise the technology concept, the map of radio spectrum usage isn't a flat continium, but rather a comb with used bands separated by "guard bands" that prevent leakage from one channel into another. Furthermore, usage of the spectrum is inconsistent in different geographical areas, partly for the same technical reason (preventing leakage), partly because not all channels are broadcast nationally.

The upshot is that large portions of the spectrum are unused, which is where the white space radio technology comes in. The radios they use (effectively a modified wi-fi router) use the free channels dynamically, creating a fast network of reasonably long range. An intriguing member of the UK consortium is BSkyB, who bought The Cloud this year and hence have a substantial base of installed hardware off which to base a customer network.

Deployment of such a network would be good and bad news for mobile operators. Good because it offloads some of the pesky low value data traffic that to some extent still clogs their networks (although post-capping, at least customers are paying for it). Bad because this is yet another competitor in the ever-cut throat UK market.

Comments

Popular posts from this blog

Impacts of a handset leasing model on mobile telcos

Following yesterday's post, here's some related thinking on the impacts on operators of handset leasing. Handset sales represent around 25% of operator revenues in a typical European market, but generate only around 5% of margin. It may therefore be the case that the scenario described would lead operators to a more profitable structural model than exists today. Oil companies are consistently and acceptably profitable, despite being (literally in some cases) the ‘dumb pipe’ that operators are so desperate to avoid becoming. One of the reasons for the oil majors sustained profitability is clear focus on their role in the value chain – to supply the fuel that enables transportation, relying primarily on location, then brand and finally product innovation to compete. BP or Shell do not need to subsidise the purchase of a car in order to drive consumption of fuel because consumers are ‘hooked’ on it (it gets them from place to place) and there are many credible car manufacturers an...

Differences between Industrial and Digital businesses

Since I'm stuck on a Eurostar crawling through western France I thought I'd use the downtime to share this table I've made on the differences between Industrial and Digital companies across the main business functions. A strange insight into how my mind works... but hopeful a useful summary!

Chief Strategy Officers II - Career Development

Here's a follow up to my earlier post on the starting point of Chief Strategy Officer (CSO) careers in the FTSE 100 and S&P 500 companies - a visualisation of two steps in their careers: their first employer or job and the job they had before they got their current position. Lots of work went into this... so any insights that you glean from the visualisation would be great to hear about :). The CSO is a crucial strategic role on the executive (!) and the owner of the tone and philosophy of decision making across much of the business, knowingly or unknowingly. Scrutiny of their experience in defining the process and language of strategic management is therefore appropriate not just amongst their executive peers, but in my view amongst shareholders. The days when being very smart and able to analyse large amounts of data were enough to be a CSO are basically gone... has the profession moved on enough to cope?