愛立信移動(dòng)市場(chǎng)報(bào)告：2024南商業(yè)評(píng)論版（英）

/mobility-report

Ericsson

MobilityReport

BusinessReview2024

2EricssonMobilityReport|BusinessReview2024

Letterfromthepublisher

Creatingnewopportunitiesinchallengingtimes

WelcometothelatestbusinesseditionoftheEricssonMobilityReport.

Thejourneytounlockthe5Gbusinessopportunityisstillinitsearlystages.

Globally,weareseeingdeployments

continueatpace–around290serviceprovidershavelaunchedcommercial

5Gservicestodate.Yetitisestimatedthatbytheendof2023,5Gmid-bandwasdeployedinonlyaround30percentofexisting4Gsitesglobally.

Lookingback,wecanseehowthe

deploymentof4G–togetherwithaglobaldeviceecosystem–laidthefoundation

fortheappeconomy,enablingtoday’s

mobilebroadbandbusiness.However,

duetostrongcompetitionandlimited

opportunitiesforserviceprovidersto

differentiate,mobileservicerevenues

havenotgrowninlinewithexpectations.

Today,serviceprovidersareexposedtoamarketrealityofhighinflation,contributingtohighercostsbutalsoincreasingrevenues.

Averyimportantaspectof5Gisthatit

alsobringscostefficienciesbyreducing

energyconsumptionandsupporting

serviceproviderstomanagethe

anticipateddatatraffic.Theseefficiencies

arevitaltoprofitablegrowth.

Thefirststepofthe5Gvaluejourney

hasbeentaken,butmoreneedstobe

done.Leveragingtheevolvingcapabilities

of5Gnetworkstocreatenewvaluepools

willbeessentialforserviceproviders.

Inthisreportwesharethelatestinsights

intohowserviceprovidersareevolving

theirserviceofferings,addressingnew

revenueopportunities,andtransforming

theirbusinesses.

Wehopeyoufindtheinsightsboth

engagingandvaluable.

FredrikJejdling

ExecutiveVicePresidentand

HeadofBusinessAreaNetworks

Contents

Whoweare

03The5GbusinesshorizonsExecutiveeditor:PeterJonsson

04KeyhighlightsProjectsponsor:PatrikCerwall

Projectmanager:AnetteLundvall

05ChallengingmarketlandscapeEditor:MartinEkstrand

forserviceprovidersForecastsanddata:DavidvonKoch

08AstaircasetosuccessfulFredrikFornstad

monetizationof5GtoconsumersContributors:

12HowUSproviderscompetewithMatsArvedson

dual-playbroadbandstrategiesGregerBlennerud

13Boostingvaluewithspeed-tieredFWAVictorChen

17PartnershipswithcontentprovidersLisaEléniusTaylor

canunlocknewbusinessmodelsPerLindberg

21HowleveragingnetworkPeterLinder

APIscancreatevalueandTaimurLodhi

monetizationopportunitiesJeffTravers

255GprivatenetworksenhanceJohnYazlle

industryproductivity

29Glossary

30Globalandregionalkeyfigures

3EricssonMobilityReport|BusinessReview2024

The5Gbusiness

horizons

Whenexaminingthecurrentmobile

industry,fourdistinctbusinesshorizons

areemerginginthemarket.Service

providersworldwideareactivelyexploringandexperimentingwithnewofferings

andgo-to-marketmodelsacrossallfourhorizons.

Thefirsthorizonof5Ggrowth

emphasizesasuperiorandmoreefficientversionof4G,knownasenhancedmobilebroadband(eMBB),whichservesasthe

foundationforallsubsequenthorizons.

Thislargelyfollowsthesamemonetizationprinciplesas4G,whileutilizingthe

capabilitiesof5Gnon-standalone(NSA).Itprovidesnetworkoperationbenefits

andefficiencies,deliveringupto10timesmorecapacityandimprovingenergy

efficiencybyover30percentcomparedto4G,essentiallyservingasamore

efficientoperationsengine,deliveringgreatervalueperinvesteddollar.

Thenextbusinesshorizon,withathrivingdeviceecosystemandstronggrowthin

manymarkets,focusesonFixedWirelessAccess(FWA)andwirelessWAN(WWAN)opportunities.Thesetargettheresidentialbroadbandandenterprisesegments.

Itrepresentsnewvaluepoolsforserviceproviderswithhigheraveragerevenueperuser(ARPU)comparedtotraditionalmobilebroadbandservices.

Thethirdbusinesshorizonisthe

differentiatedconnectivitysolution

opportunity.Thiscouldmanifestas

offeringaprivatenetworktoenterprisesorutilizingthenetworkslicingcapabilitiesofthepublic5Gstandalone(SA)networktoofferadifferentiatedserviceto

consumersorenterprises.

Forindustries,5Gprivatenetworksaredrivingdigitaltransformationby

enablinginnovationandvaluecreationinmicro-environmentslikefactoriesor

mines.Intheconsumerandenterprise

spaces,thecapabilitiesofthepublic

network,withnetworkslicing,present

opportunitiesforserviceproviderstotarget

newvaluepools,suchasofferingtailored

connectivitysolutionstoTVbroadcasters,

pop-upstores,spectatorsatmajorevents

andgamers.

Theindustrializationofsuchuse

casesonaglobalscaleiscurrentlylacking

duetotheabsenceofastrongdevice

ecosystemandubiquitous,reliableand

high-performancenetworks.Oncethese

elementsareinplaceandtheabilityto

exposeandprogramnetworksisavailable,

itopensupthepotentialtoaccessnew

valueopportunities,allowingapplication

developerstoinnovateonalargescale.

Thisisthefourthbusinesshorizon.

Thisreportincludesthelatestinsights

andfindingsfromdifferentserviceproviders

coveringactivitiesacrossallfourhorizons.

Figure1:5Gbusinesshorizons

Enterpriseandpublicsector

Drivinginnovation

andecosystemgrowth–

programmablenetworks

Differentiatedconnectivitysolutions–

privateandpublicnetworks

Expandingintoadjacent

profitpools–FWAandWWAN

Leveragingexisting

usecases–eMBB

Consumer

4

Surginginflationhascausedanincreaseinoperationalcosts,butalsocontributed

torevenuegrowth.

Serviceaggregationand

experience-basedconnectivityarethenextstepstoenablingeffectivedifferentiationandmonetizationof5G,followingbaselineconnectivity.

andoptimizedcapexsharedwithmobilebroadband.

Serviceprovidersareusing

fivepartnershipmodels

withcontentproviders.

Thego-to-marketstrategyfor

exposingnetworkAPIsdepends

onsegmenttype,usecasesand

geographicalreach.

Thefastestwaytoimprovebusiness

productivitywith5Gprivatenetworks

istodeployitoverlargecoverageareas

andforhigh-mobilityusecases.

EricssonMobilityReport|BusinessReview2024

Keyinsights

IntheUS,5Gmobileservice

providersarecapturing

over90percentoffixed

broadbandnetadditional

subscriptionswithFWA.

FWAvaluecreationisachievedbycombiningadditional

revenues,reducedopex

5EricssonMobilityReport|BusinessReview2024

Challengingmarket

landscapefor

serviceproviders

Inamarketchallengedbyinflation,leveragingthecapabilitiesof

5Gwillbeessentialforserviceproviderstodriveprofitablegrowth.

Keyinsights

?Surginginflationhascausedanincreaseinoperational

costs,1butalsocontributedtorevenuegrowth.

?Overthelast3years,globalmobileservicerevenuehasgrownatanannualrate

of4.6percent,oraround15percentintotal.2

?Serviceinnovationand

ecosystemcollaborationwillbekeytodrivingprofitablegrowth.

Overthepastfewyears,serviceprovidershaveputsignificanteffortsintodeploying

5Gnetworks,aswellaspromoting

5Gdataplans.Todate,around

2905Gnetworkshavebeenlaunchedcommercially,3ofwhichmorethan

40serviceprovidersareoffering

servicesbasedonthemoreadvanced5Gstandalone(SA)technology.Atthe

sametime,global5Gsubscriptionuptakehasreached1.6billion,corresponding

to18percentofallmobilesubscriptions.

Acomplexmarket

Thereisapositivemomentumwiththedeploymentanduptakeof5Garound

theworld,includingtheexplorationof

newservicesandbusinessopportunities.

However,thetelecommarketis

characterizedbyfiercecompetition

andaglobalmobilesubscription

penetrationofover100percent.

Inaddition,thefinanciallandscape

ishardening,withsurginginflation

andincreasingcostsofoperatingand

maintainingnetworks.Theeconomic

situationisputtingpressureonmargins,forcingserviceproviderstofindnew

waystodriveprofitablegrowth.

Onthepositiveside,therearesignsofservicerevenuesgrowing.Overthe

past3years,from2020to2023,globalmobileservicerevenuesincreasedby

around15percentintotal,or4.6percentperyear.Thisisasignificantchangeoftrajectory,followingyearsofdecliningservicerevenue.

Inflationcontributestobothhighercostsandgrowingrevenues.Someservice

providershavestartedtoadjustpricesinrelationtochangesintheConsumerPriceIndex(CPI),buttheyhavealsomanagedtoupselltomoreexpensivepackages,withlargerdatabuckets,higherspeeds,and

digitalcontent.AnothergrowthfactorhasbeentheexpansionintoFixedWireless

Access(FWA),representinganestimated20–25percentofrecentrevenuegrowth.Inaddition,5Gbringscostefficiencies

byreducingenergyconsumptionand

supportingserviceproviderstomanageincreasingdatatrafficvolumes,whichwillbevitaltoprofitablegrowth.

Figure2:Mobileservicerevenuegrowthandglobalinflationrate

Changerate(percent)

ServicerevenueInflation

10

8

6

4

2

0

-2

2014201520162017201820192020202120222023

Source(revenue):Ericssonanalysisofpublicfinancialstatements.

Source(inflation):EricssonanalysisofConsumerPriceIndex(CPI)development

basedoninputfromDeutscheBankandGoldmanSachs.Thedottedlinereflectsestimates.

1Servicerevenuereferencesthroughoutthisarticlearebasedonconstantforeignexchangerates(FX),toeliminatetheeffectsofcurrencyfluctuations.2DatafromDeutscheBankandGoldmanSachs.

3GSA,December2023.

6EricssonMobilityReport|BusinessReview2024

Since2020,globalARPUhasgrownover5percent.

%

5

Global5Gsubscriptionpenetration(percent)

GlobalblendedARPU(percent)

7EricssonMobilityReport|BusinessReview2024

IncreasingARPUindicatessoliddemand

Inconjunctionwithgrowingservice

revenue,theglobaltrendalsoshows

anincreasingaveragerevenueperuser(ARPU),pointingtoasoliddemandfortelecomservices.

Since2020,globalARPUhasgrownataCAGRof1.7percentperyear,orover5percentintotal.Oneexplanationfor

thisistheshiftingmixofprepaidandpostpaidsubscriptions,withtheshareofhigh-valuepostpaidsubscriptionsincreasingfrom33to36percentovertheperiod.5Gsubscriptionstypicallybelongtothepostpaidcategory.

Additionalsubscriptionsandfeesfor

devicessuchassmartwatches,alarms

andotherconsumerIoTdevicescontributetoincreasingservicerevenues,butthat

growthisnotnecessarilyreflectedinARPUfiguresreportedbyserviceproviders,as

thesetypicallylower-ARPUsubscriptionshaveadilutingimpactonblendedARPU.

Serviceinnovationkey

toprofitablegrowth

Challengesandopportunitiesinthe

marketmayshiftovertime.However,thekeyforserviceproviderstodrive

profitablegrowthistokeepexploringinnovativewaystosellmobiledata

services,togetherwiththewider

ecosystemofapplicationdevelopers,devicemanufacturersandsystem

integrators.Inthiscontext,theearly

deploymentof5Gnetworks,the

increasinguptakeof5Gsubscriptions,andthegrowthofmobileservice

revenueareonlythebeginningofa

longerjourney,whereserviceproviderswillplayavitalroleindeliveringvalueforconsumers,enterprisesandsociety.

Figure3:ARPUand5Gsubscriptionpenetration

ARPU5Gpenetration

100

80

60

40

20

0

100

80

60

40

20

0

2014201520162017201820192020202120222023

Source:Ericssonanalysisofpublicfinancialstatements.

Methodology

ThisarticleisbasedonEricsson'sanalysisoffinancialdatafromseveralsourcesincludingpublicfinancialstatementsandindustryanalystreporting.Thedatausedcoversthefinancialrecordsofserviceprovidersinaround230markets

(officialcountriesandotherregions),representingaround95percentoftotal

globalmobileservicerevenue.Annualservicerevenueispresentedonan

aggregatelevel,representingallserviceproviders,withoutfiltering.Revenue

andARPUarepresentedinUSD,usingfixedexchangeratestodisregardeffectsofcurrencyfluctuations.

8EricssonMobilityReport|BusinessReview2024

Astaircaseto

successfulmonetization

of5Gtoconsumers

Themoveinto5Gstandalone(SA)providesvaluablenewtoolssuch

asnetworkslicing,creatingnewopportunitiesforserviceproviders

toreinventofferingsanddeliveradditionalvaluetocustomers.

Keyinsights

?Asmostserviceproviders

promote5Gtodayinasimilarwaytohowtheypromoted

4G,thereisapressingneed

tolookformorewaysto

growrevenues.

?Baselineconnectivity,

serviceaggregationand

experience-basedconnectivityarethestepstoenable

effectivedifferentiation

andmonetizationof5G.

?Byusingkeyaspectsofthe

5Gtoolbox,serviceproviders

canstartaddressingquality

ofexperience(QoE)forusers.

When5Gwasintroducedcommercially

in2019,itwasanticipatedthatitwould

heraldfar-reachingchangesinperceptionsofnetworks,appsandservices,which

wouldmeanserviceproviderscould

position5Gassomethingnew,innovativeanddifferent–notjust“anotherG”.

Yettoday,mostserviceprovidersare

promoting5Gwithstatementsclaiming

toofferthebest,fastestandmostreliablenetworkonthemarket.Thislackof

differentiationisconfirmedinresearch

onservicepackagingacrossmorethan

300serviceprovidersworldwide,revealinglittletonodifferentiationbetweenserviceproviderofferingsofsubscriberpackagesinanygivenmarket.

Meanwhile,themajorityofconsumersareendingthemonthwithsignificant

amountsofunuseddata.Insomemarkets,

mobiledataplansinclude100,500,or

even1,000GBofdatapermonth.Yetthe

globalaveragemonthlydatausageper

smartphoneisaround20GB,andeventhe

marketswiththehighestdataconsumption

intheworldstillaveragebelow50GB.

Withkillerappsunlikelytoemerge

andtheoldwaysofmarketingbeing

insufficienttoshowcasethevalueof

5G,thereisapressingneedtorecalibrate

thefundamentalsandlookformoreways

toachievegrowth.Fortunately,suitable

toolsareemergingthatmakethisshift

possible,thankstotheavailabilityof5GSA.

Tonavigatethislandscape,service

providerswillhavetoaddresstheirentire

offerings,startingatthefoundationand

buildinguptowardutilizingallthenew

toolsthatarebecomingavailableand

maximizingtheopportunitiestheybring.

Figure4:Serviceproviders‘roleascontentaggregators

Customer

Bundlesavings

Contentprovidersubscriptions

9EricssonMobilityReport|BusinessReview2024

Serviceaggregationandbundling

Leverageamarketplacestructure

Figure5:Astaircaseapproachtodifferentiation

Experience-basedconnectivity

Upsellservicesbasedon5Gcapabilities

Baselineconnectivity

Evolveexistingbusiness

Providesthefoundationandincludesexistingpackagingandbusiness

models,suchasdatabuckets(with

orwithoutspeedtiers),device-based

offerings,aswellasfamilyanddata

shareplans.Alsoincludedareunlimiteddataplans,withalltheassociated

risks,andbasichomebroadband

throughFixedWirelessAccess(FWA).

Featuresanextensiveecosystemfromwhichserviceproviderscanextractsmallerstreamsofrevenue.Thisistypicallythroughsimple

agreementswithindividual

third-partyserviceproviders,suchastyingconnectivitytotheusageofspecificservicecategories.Offeringandpositioningalargeamountofservicestypicallybenefitsfroma

structureandmarketplace,creatinganeffectivebaseforthird-party

servicesanduniquefutureservicesandpackaging.

Focusesonaddressingthe

opportunitiesenabledviathenew

capabilitiesprovidedby5G.These

positionQoEasakeyfocusinnew

offeringsandmakeitpossibletoaddpackagestoalreadyexistingservices.Thisgivesusersgreatervariation

andaccesstomorepersonalized

anddifferentiatedservices.

Baselineconnectivity

remainsthefoundation

Baselineconnectivityrepresentsthe

foundationforservicerevenuegenerationthatallserviceprovidersrelyontoday.

Therefore,therearegoodreasonstoputeffortsintomaintaininganddevelopingbaselineconnectivityofferingstohavesoundandprofitablelong-termgrowth.

AnEricssonstudyofretailpackages

acrossmorethan300serviceproviders

worldwideshowsthatnearlyalloffersomecombinationofdatabucketsastheirbasepackaging.However,therehasbeena

trendtowardrapidexpansionofdata

plansandabroaderuseofunlimited

dataplans,especiallywhenproviding

5G.Globally,42percentofservice

providershaveintroducedunlimitedplans.InWesternEurope,asmanyas89percentofserviceprovidershaveunlimiteddata

plans,andmanyhavedeployedthemacrosstheirentirepostpaidstructure,orjustfor5G.Withunlimitedofferings,

serviceprovidersareplacingthemselvesatriskbyeffectivelycappingtheirabilitytogrowrevenuewhenusageincreases.

Datausageisgrowingamongexisting

smartphoneusersataround20percent

annuallyonaglobalbasisandcould

potentiallyexpandevenmorewith

higherdatausagegeneratedbysome

services,suchasXRandcloudgaming.1

Ifsubscribersdonotreachtheirquotas

despiteincreasingtheirdataconsumption,thentherewillbelittlereasonforthemtoengagewiththeirserviceprovider,exceptperhapstoupgradetheirdevice.

Asolutionistoactivelyadjustplan

structuresandrealignpackagestomatchtheactualusageofdifferentsubscribersegments.Thiscanincluderemoving

unlimiteddataplansorrestrictingthemtoasmall,top-tiermarketsegment,orreplacingsubstantialorunlimiteddataplanswithserviceplansbettersuited

forlong-termgrowth.Thisrepresentsachallenge,especiallyinmarketswhere

thesepackagingprincipleshaveexistedfor

years.Butitcouldbehighlyrewardingfor

serviceproviders–maybeevenanecessity

tofullyutilizethetoolboxandcapabilities

providedby5G.

Oneofthecapabilitiesmadeavailable

by5Gisveryhighthroughput.As

5Gnetworkshavelaunchedworldwide,

speedtierofferingsforsmartphoneshave

becomeincreasinglypopularandare

currentlyusedbyaround27percent

ofserviceproviders.

Consumerstendtoequatespeed

withquality,makingthisanexcellent

motivatortopaymore,whichisavitalstep

towardprovidingqualityofservice(QoS)

orientedofferings.

Speedtiers,incombinationwith

existingmodelswithbucketsandunlimited

data,alsorepresentatooltoguideusers

towardadesiredpackageorproposition.

Thismaybeawaytoexitfromunlimited

propositionsandtoadjustbucketplansto

appropriatesizes.

1EricssonMobilityReport,

"5Gsettoaccountfor25percentofmobiledatatrafficthisyear"

(November2023).

10EricssonMobilityReport|BusinessReview2024

Examplesofthiscanbeseeninselect

markets,whereunlimiteddataplansareofferedwithlower,lessattractivespeedsthanthosefordatabuckets.Similarly,

speedtiersareusedtosupportareducedsetofdatabucketsthatarebetteralignedwithusagethanexistingplansthathavegrowntoobig,tooquickly.TherearealsoexamplesofserviceprovidersusingAItoadaptthedatabucket,andtherelated

price,totheusagepatternofeachuser.

Serviceaggregation

growsrevenuesfurther

Traditionally,serviceprovidershave

bundledmediacontentandotherservicesintowhatcouldbecalledhardbundles,

meaningsomesubscriptions,typically

top-tierpackages,includesomeaddedvalueorbundledservice.Itmaysimplybe24-hourphonesupportorvirusprotectionsoftwareforthedevice.Butthemostattractive

bundlesarethoseleveragingvideoormusicstreamingservicesprovidedbythirdparties.

Serviceaggregationmeansofferingbothalargenumberandavarietyofservices,

typicallytoallsubscribers,regardlessof

whichtiertheyareon.Thecontentofferedgenerallygoesbeyondstreamingservicesintoareassuchaslifestyleorwell-being.

Amongthefirstmobileserviceproviderstodothiswasaserviceproviderinthe

Oceaniaregion.Ontheirwebsite,auser

canfindmorethan15differentservices

towhichtheycansubscribe.Asappliedinothermarkets,aservicethatasubscriberaddstotheirbillalsogeneratessome

revenuefortheserviceprovider,basedonretailagreementsmadewithindividual

contentowners.Besidesthedirectrevenuegenerated,subscriberswhoaddoneor

moreoftheseservicesarelesspronetochurn,especiallyifthereisadiscount

incentiveforaddingtwoormoreservicestothemonthlyplan.

Thereisaconsiderabledifferenceindatausagebetweensomeoftheservices,whichmakesoptimalalignmentofpackages

challenging.Beingabletoseparate

connectivity,atleastforsomeofthemostdata-hungryservices,makessense,andmanyserviceprovidersdothiswithwhatisoftencalledservice-basedpackagingorzerorating,whichisallowedbyregulatorssubjecttocertainconditions.

Service-basedpackagesarecommonlyavailableasadd-onpacksontopofabasicdataplan,andtargetagrouporcategoryofservices,suchasvideoandmusicstreamingorgaming.Thesepackagesallowthe

consumertouseserviceswithintheselectedcategory,withoutconsumingdatafrom

theirbasesubscriptionordataplan.Akeyconditionstipulatedbytheregulatorsisthattheservice-basedconnectivitymustceaseoncethebasesubscriptionrunsoutofdata.

Zeroratingdoesn’tnecessarilymean

theservicecanbeusedindefinitely.

Thereareversionswherethepackage

hasalimitedamountofdata,ortime

(bucketofhours),thatcanbeusedonly

fortheservicesittargets.However,the

mostimportantaspectofthisisthe

abilitytogrowrevenuewithincreased

usage,whileprovidingcustomers

withaffordablepricingandpackaging.

Serviceaggregationlaysthe

groundworkforthenextstep.Service

providersthatdothistodayhave

spentconsiderableeffortinbuilding

marketplacesthroughwhichtheyposition

andsellservices.Suchmarketplaces,if

foundandaccessedbysubscribers,area

greattoolforsellinganyadd-onservices.

Yetthesemarketplacesneedtobeefficient

andpartofawiderdigitalintegration

andtransformation,inordertohandle

amultitudeofservicesfromavariety

ofecosystemsinacost-effectiveway.

Optimally,themarketplacebecomes

ahighlyproductivemachineand

aplatformforanyfutureofferings

andpackagesthataserviceprovider

wouldliketomonetize.

Experience-basedconnectivity

addressesuserexperience

Thethirdstepusesthe5Gtoolboxfully

andstartsaddressinguserexperience.

Serviceproviderscannowoffernew

anddifferentiatedlevelsofperformance

forspecificusecasesorapplications.

Examplesincludeguaranteedthroughput

speeds,increasedreliability,security

andlowlatency,whichcanformthe

basisofservicelevelagreementsfor

consumersandenterprises.Thisis

somethingthatpreviouslyhasbeen

challengingorevenimpossibleto

implementinmobilenetworks.

Earlydifferentiationslaunchedin

somemarketshavetypicallybeenadd-on

offeringstargetingspecificapplications

orusersegments.Theservicesoffered

arepackagedwithaclearusecasethat

involvessomeformofperformance

promise.Forinstance,aserviceprovider

inSingaporeusednetworkslicingto

providevisitorstoaFormula1racetrack

withabetterexperiencewhenfollowing

theraceonasmartphone.Otherservice

providerschargeforbetteruplink

performance,withofferingstargeting

influencersorpeoplewantingtoshare

livemoments.Thetechnicalsolutions

varyslightly,withsomeusingnetwork

slicingandotherssimplerpriorityfunctions.

Otherexamplesarecompletepackaged

solutionswhichmayincludehardwareand

software,aswellassomeperformance

guaranteesforwhichtheserviceprovider

chargesapremium.

11EricssonMobilityReport|BusinessReview2024

Serviceproviders

chargeforbetter

uplinkperformance,withofferings

targetinginfluencers.

Sinceexperience-basedservicesand

packagesaretargetedtowardmore

specificusecases,customersegments

orlocations,therecanbesignificant

differentiationinthevalueandprices

fortheunderlyingsolutions.Considera

networksliceguaranteeingamaximum

latencyof40ms,whichispackaged

andsoldtowardtwoverydifferentuser

segments.Onefairlylargesegment,knowntobeinterestedinlow-latencyconnectivity,isgamers.Forthem,thecostofsuchan

offerisstillweighedagainstthepotentialadvantagetheymaygetoverthe