Bharat Book Bureau

Middle East MVNO Market and Competitive Analysis 2010 is the only publication that provides competitive analysis, market evaluation and current market data for the Middle East MVNO marketplace.

This report provides an in-depth critical analysis of the Middle East MVNO landscape today. The report is aimed at investors, consultants, integrators and analysts in the mobile space, suppliers of MVNO equipment and software, and network operators and other service providers. The Competitive Analysis report focuses on a telecom sector that has experienced a billion-dollar wave of new investment in many of the worlds developed markets. The report evaluates each market within the Middle East region, the existing competition, the MVNO regulation and proposes where the next big opportunities may arise.

The report covers not only the new MVNO entrants but also critically reviews the existing resellers and MVNOs, providing a deep-dive into the existing and potential players in the market, including key ownership, management team and principals, partners, funding, network operators and underlying technology, MVNE (Mobile Virtual Network Enabler), pricing, target markets, and their strategies for branding, marketing and distribution. The report also examines the future prospects for each MVNO and rates its chances of business success.

Report Coverage

The report provides in depth coverage and analysis of MVNO’s in the region, evaluating quantitative data and providing a qualitative assessment. A grading system is used to compare each MVNO and rate their performance. Factors addressed include the following:

General Overview
Key Ownership
Management Team and Principals
Funding Overview
Underlying Network Provider
Network Technology
MVNE and Service Providers
Hardware (if any)
MVNO Type
Prepaid
Ethnic
Convergent
Youth
Family
Charity
MVNWB
Official Launch Date
Prepaid or Postpaid Offering
Pricing Overview and Analysis
Plan Overview and Analysis
Branding
MVNO Message
Marketing Overview
Distribution Partners
Target Market
MVNO Cannibalization
Content, Features and Special Services
Strategic Partners
Number of Customers
Professional Analysis
A Comment on the Future
Contact Details
STAR Awards (*-*****)

The Rating System is a combined measurement of different factors that represent the MVNO including management, distribution, marketing, branding, funding and general & strategic partners and overall chance of business success in the marketplace.

Audience:

Start-up companies considering MVNO launch
Potential MVNO investors, consultants, and analysts
Existing MVNO companies and their suppliers such as MVNE and infrastructure providers

Table of Contents:

Introduction. 4
The Middle East region. 4
A Wireless Intro. 4
The Wireless Technologies - a brief overview. 5
The MVNO Technology Options. 5
The Future. 7
The Middle East Wireless Market Place. 8
The Market Today. 8
The Players. 8
The Consumer9
Mobile Virtual Network Operators. 9
The Concept9
The Global Presence. 10
The Types. 10
The Definition. 11
Middle East Mobile Virtual Network Operators 2010 - The Definitive MVNO Guide and Critical Analysis. 12
Introduction to the MVNO Guide and Critical Analysis. 12
General Overview. 12
Key Ownership. 12
Management Team and Principals. 12
Funding Overview. 12
Underlying Network Provider12
Network Technology. 13
MVNE and Service Providers. 13
Hardware (if any)13
MVNO Type. 13
Official Launch Date. 14
Prepaid or Postpaid Offering. 14
Pricing Overview and Analysis. 14
Plan Overview and Analysis. 15
Branding. 15
MVNO Message. 15
Marketing Overview. 15
Distribution Partners. 16
Target Market16
MVNO Cannibalization. 16
Content, Features and Special Services. 16
Strategic Partners. 17
Number of Customers. 17
Professional Analysis. 17
A Comment on the Future. 17
Contact Details. 18
STAR Awards (*-*****)18
Friendi Mobile. 19
General Overview. 19
Key Ownership. 19
Management Team and Principals. 19
Funding Overview. 19
Underlying Network Provider19
Network Technology. 19
MVNE and Service Providers. 20
Hardware (if any)20
MVNO Type. 20
Official Launch Date. 20
Prepaid or Postpaid Offering. 20
Pricing Overview and Analysis. 20
Plan Overview and Analysis. 21
Branding. 22
MVNO Message. 22
Marketing Overview. 22
Distribution Partners. 23
Target Market23
MVNO Cannibalization. 23
Content, Features and Special Services. 24
Strategic Partners. 24
Number of Customers. 24
Professional Analysis. 24
A Comment on the Future. 24
Contact Details. 25
STAR Awards (*-*****)25
Renna Mobile. 27
General Overview. 27
Key Ownership. 27
Management Team and Principals. 27
Funding Overview. 27
Underlying Network Provider27
Network Technology. 27
MVNE and Service Providers. 27
Hardware (if any)28
MVNO Type. 28
Official Launch Date. 28
Prepaid or Postpaid Offering. 28
Pricing Overview and Analysis. 28
Plan Overview and Analysis. 29
Branding. 29
MVNO Message. 30
Marketing Overview. 30
Distribution Partners. 30
Target Market30
MVNO Cannibalization. 30
Content, Features and Special Services. 31
Strategic Partners. 31
Number of Customers. 31
Professional Analysis. 31
A Comment on the Future. 31
Contact Details. 32
STAR Awards (*-*****)32
Country Overview. 34
Bahrain. 34
Iran. 36
Iraq. 38
Israel39
Jordan. 42
Company. 45
Kuwait46
Lebanon. 48
Oman. 50
Qatar54
Kingdom of Saudi Arabia. 56
Syria. 58
Turkey. 59
United Arab Emirates. 61
Yemen. 64
MVNO Guide - by Type. 66
Resource Overview. 67
Select list of service providers and partners included in this study. 67

For more information kindly visit
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207, Hermes Atrium, Sector 11, PO Box.54, CBD Belapur, Navi Mumbai - 400 614, India.
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• Alzheimer’s disease
• Multiple sclerosis
• Amyotrophic lateral sclerosis
• Neuropathies.

Also covered are the following neurodegenerative disorders:
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• Prion diseases.

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• Rebif
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Table of Contents:

1. Executive Summary
1.1 Aims of this Report
1.2 Chapter Breakdown

2. Neurodegenerative Diseases: An Introduction
2.1 What Are Neurodegenerative Diseases?
2.2 Prevalence and Economic Impact
2.3 Types of Neurodegenerative Diseases
2.3.1 Parkinson’s Disease
2.3.2 Alzheimer’s Disease
2.3.3 Multiple Sclerosis
2.3.4 Huntington’s Disease
2.3.5 Amyotrophic Lateral Sclerosis
2.3.6 Neuropathies
2.3.7 Prion Diseases

3. Neurodegenerative Diseases, Global Market 2009-2024
3.1 Analysis of the Current Market
3.2 Neurodegenerative Diseases, Forecast 2009-2024
3.3 Symptomatic Treatment
3.4 Multiple Sclerosis at the Forefront of the Market
3.5 Future Directions

4. Parkinson’s Disease
4.1 Prevalence and Economic Impact
4.2 Current Treatment Options
4.3 Parkinson’s Disease Market Forecast 2009-2024
4.4 Sifrol Forecast 2009-2024
4.4.1 Patent Expiries
4.5 Stalevo Forecast 2009-2024
4.5.1 Patent Expiries and Generic Challenges
4.5.2 The FIRST STEP trial
4.6 ReQuip Forecast 2009-2024
4.6.1 Patents and Lifecycle Management
4.7 Concluding Remarks

5. Alzheimer’s Disease
5.1 Prevalence and Economic Impact
5.2 Treatment Options
5.3 Analysis of the Current Market
5.4 Alzheimer’s Disease Market Forecast 2009-2024
5.5 Aricept Forecast 2009-2024
5.5.1 Patents
5.6 Namenda Forecast 2009-2024
5.6.1 Patents and Generic Challenges
5.7 Exelon Forecast 2009-2024
5.7.1 Patent Expiries
5.8 Reminyl Forecast 2009-2024
5.8.1 Generic Challenges
5.9 Future Directions and Concluding Remarks

6. Multiple Sclerosis
6.1 Economic and Social Impact
6.1.1 Prevalence
6.2 Treatment Options
6.2.1 Treatment for Relapses
6.2.2 Treatment for Symptoms
6.2.3 Disease-Modifying Medicines
6.3 Analysis of the Current Market
6.4 Multiple Sclerosis Market Forecast 2009-2024
6.5 Avonex Forecast 2009-2024
6.5.1 Markets and Patent Expiries
6.5.2 Strong Competition Will Erode Market Share
6.6 Copaxone Forecast 2009-2024
6.6.1 A Unique Therapy - For Now
6.6.2 Forthcoming Patent Expiries
6.7 Rebif Forecast 2009-2024
6.7.1 New Delivery Mechanism to Improve Sales
6.7.2 Efficacy Studies
6.8 Betaferon Forecast 2009-2024
6.8.1 Patent Expiries
6.8.2 Strong Competition
6.9 Future Directions
6.9.1 The Re-Launch of Tysabri

7. Amyotrophic Lateral Sclerosis
7.1 Possible Causes of ALS
7.2 Prevalence
7.3 Treatment Options
7.4 Analysis of the Current Market
7.5 Amyotrophic Lateral Sclerosis Market Forecast 2009-2024
7.6 Rilutek Forecast 2009-2024
7.6.1 New Indications
7.6.2 Patents
7.7 Future Directions
7.7.1 Insmed’s Iplex

8. Neuropathies
8.1 Treating the Underlying Cause
8.2 Surgery and Physical Therapy
8.3 Pharmacological Treatments
8.3.1 Aldose Reductase Inhibitors
8.3.2 Antidepressants
8.3.3 Analgesics
8.3.4 Anticonvulsants
8.4 Analysis of the Current Market
8.4.1 Economic and Social Impact
8.4.2 Increasing Prevalence and Treatment Strategies
8.5 Neuropathies Market Forecast 2009-2024
8.6 Kinedak Forecast 2009-2024
8.6.1 Adverse Effects and Safety Warnings
8.6.2 Direct Competition in the Pipeline
8.7 Future Directions

9. Huntington’s Disease
9.1 Prevalence and Economic Impact
9.2 Treatment Options
9.2.1 Monoamine-Depleting Agents
9.2.2 Benzodiazepines
9.2.3 Dopamine Antagonists
9.3 Analysis of the Current Market and Future Directions

10. Prion Diseases
10.1 Creuztfeldt-Jacob Disease
10.2 Gerstmann-Straussler-Scheinker Disease
10.3 Kuru
10.4 Fatal Familial Insomnia
10.5 Prevalence
10.6 Analysis of the Current Market
10.6.1 Increasing Prevalence Could Alter the Market

11. Geographical Breakdown of the Market
11.1 USA
11.2 Europe
11.3 Emerging Markets
11.3.1 China versus India
11.3.2 Brazil
11.4 Concluding Remarks

12. Future Directions
12.1 Stem Cell Therapy for Neurodegenerative Diseases
12.2 Cybrids: “Disease in a Dish” Models
12.3 Gene Therapy: Promising Results
12.4 Hopes for Alzheimer’s Treatment
12.4.1 Monoclonal Antibody Bapineuzumab (AAB-001)
12.4.2 Monoclonal Antibody Solanezumab
12.5 The MS Pipeline
12.5.1 Monoclonal Antibodies for the Treatment of MS
12.5.2 Managing Immune Activity
12.5.3 Statins: A Further Role?
12.5.4 Concluding Remarks on the MS Pipeline
12.6 Huntington’s Disease: Future Developments
12.6.1 Dimebon
12.6.2 Cystamine
12.6.3 HDAC Inhibitors
12.6.4 RNAi as a Potential Treatment
12.6.5 The Case for Brain-Derived Neurotrophic Factor (BDNF)
12.6.6 What About Stem Cells and Gene Therapy?
12.7 ALS: The Pipeline
12.7.1 Knopp Neurosciences’ KNS-760704
12.7.2 CytRx Corporation’s Arimoclomol

13. Drivers and Restraints
13.1 Drivers in the Market
13.1.1 The Ageing Population and Increasing Prevalence
13.1.2 The MS Market: Oral Products May Expand Revenues
13.1.3 Advances in Research
13.1.4 Chronic Diseases: Long-Term Repeat Sales
13.1.5 Unmet Needs in the Patient Population
13.2 Restraints in the Market
13.2.1 High Product Competition
13.2.2 The High Cost of Treatment
13.2.3 The MS Market: Patient Compliance
13.2.4 Patent Expiries and Generic Competition
13.3 Concluding Remarks

14. Expert Opinions
14.1 Interview with Dr Johan Luthman
14.1.1 On Understanding the Disease and its Treatments
14.1.2 On Unmet Needs for Treatments
14.1.3 On Current Treatment Options
14.1.4 On Future Treatment Possibilities
14.1.5 On Stem Cell Media Coverage
14.1.6 On the Therapeutic and Curative Potential of Stem Cells for Neurological Diseases
14.1.7 On the Treatment of Neurological Diseases
14.1.8 On the Time Frame for Marketable Stem Cell Treatment Options
14.2 Interview with Dr Allan Tobin (CHDI Foundation)
14.2.1 On the Possibility of a Cure
14.2.2 On the Pipeline for Huntington’s Disease
14.2.3 On the Advantages and Disadvantages of Studying Huntington’s Disease
14.2.4 On the Market Value of a Treatment for Huntington’s Disease
14.3 Interview with Professor Peter Jenner (Proximagen Neurosciences and King’s College, University of London)
14.3.1 On the Challenges in the Treatment of Parkinson’s Disease
14.3.2 On Promising Therapeutics
14.3.3 On the Possibility of a Cure
14.3.4 On Stem Cells in the Treatment of Parkinson’s Disease
14.3.5 On Important Areas of Research

15. Conclusions
15.1 Multiple Sclerosis Treatments Lead the Market Area
15.2 Chronic Conditions and Treatment Options
15.3 Comments on the Global Market
15.4 Potential in the Pipeline
15.5 Geographical Opportunities

List of Tables
Table 2.1 Types of Neurodegenerative Diseases
Table 3.1 Neurodegenerative Diseases Market: World Sales ($m), 2008-2014, 2019 and 2024
Table 4.1 Parkinson’s Disease Symptoms
Table 4.2 Key Anti-Parkinson Drugs, World Sales ($m) and Market Share (%), 2008
Table 4.3 Anti-Parkinson’s Therapeutics World Sales ($m), 2008-2014, 2019 and 2024
Table 5.1 FDA Approved Alzheimer’s Therapeutics, 2009
Table 5.2 Key Anti-Alzheimer’s Drugs, World Sales ($m) and Market Share (%), 2008
Table 5.3 Anti-Alzheimer’s Disease Therapeutics World Sales ($m), 2008-2014, 2019 and 2024
Table 6.1 Multiple Sclerosis: Possible Risk Factors
Table 6.2 Multiple Sclerosis Therapeutics World Sales ($m), 2008-2014, 2019 and 2024
Table 6.3 Leading MS Drugs, World Market Share (%), 2008, 2014, 2019 and 2024
Table 7.1 Factors Associated With the Onset of ALS
Table 7.2 Amyotrophic Lateral Sclerosis Therapeutics World Sales ($m), 2008-2014, 2019 and 2024
Table 8.1 Apparent Causes for Neuropathy
Table 8.2 Top-Selling Local Anaesthetics ($m), 2008
Table 8.3 Key Therapeutics Indicated for Neuropathies, 2009
Table 8.4 Neuropathies Therapeutics World Sales ($m), 2008-2014, 2019 and 2024
Table 9.1 Treatment Options for Huntington’s Disease, 2009
Table 10.1 Number of Suspected CJD and GSS Cases in the UK, 1998-2008
Table 11.1 The Neurodegenerative Market by Country, Sales ($m), CAGR (%) and Market Share (%), 2008-2014, 2019 and 2024
Table 12.1 Number of Pipeline Products by Phase and Disease, 2009
Table 12.2 Key Products in the MS Pipeline, 2009
Table 13.1 SWOT Analysis for Neurodegenerative Diseases, 2009

List of Figures
Figure 3.1 The Neurodegenerative Market World Sales ($m), 2008
Figure 3.2 Neurodegenerative Diseases Market World Sales ($m), 2008-2024
Figure 3.3 Neurodegenerative Market by Therapeutic Area, World Sales ($m), 2009, 2014 2019, 2024
Figure 4.1 Anti-Parkinson’s Therapeutics World Sales ($m), 2008-2024
Figure 4.2 Anti-Parkinson’s Drugs, World Market Share (%), 2008
Figure 4.3 Sifrol World Sales ($m), 2008-2024
Figure 4.4 Stalevo World Sales ($m), 2008-2024
Figure 4.5 ReQuip World Sales ($m), 2008-2024
Figure 5.1 Key Anti-Alzheimer’s Drugs, World Market Share (%), 2008
Figure 5.2 Anti-Alzheimer’s Disease Therapeutics World Sales ($m), 2008-2024
Figure 5.3 Anti-Alzheimer’s Disease Therapeutics World Sales ($m), 2009, 2014, 2019 and 2024
Figure 5.4 Aricept World Sales ($m), 2008-2024
Figure 5.5 Namenda World Sales ($m), 2008-2024
Figure 5.6 Exelon World Sales ($m), 2008-2024
Figure 5.7 Reminyl World Sales ($m), 2008-2024
Figure 6.1 Multiple Sclerosis Therapeutics World Sales ($m), 2008-2024
Figure 6.2 Key Multiple Sclerosis Therapeutic Products, World Sales ($m), 2008
Figure 6.3 Avonex World Sales ($m), 2008-2024
Figure 6.4 Copaxone World Sales ($m), 2008-2024
Figure 6.5 Rebif World Sales ($m), 2008-2024
Figure 6.6 Betaferon World Sales ($m), 2008-2024
Figure 6.7 Leading MS Drugs, World Market Share (%), 2008
Figure 6.8 Leading MS Drugs, World Market Share (%), 2024
Figure 6.9 Leading MS Drugs, World Sales ($m), 2008, 2014, 2019, 2024
Figure 7.1 Amyotrophic Lateral Sclerosis Therapeutics World Sales ($m), 2008-2024
Figure 7.2 Rilutek World Sales ($m), 2008-2024
Figure 7.3 Amyotrophic Lateral Sclerosis Therapeutics World Sales ($m), 2009, 2014, 2019 and 2024
Figure 8.1 Neuropathies Therapeutics World Sales ($m), 2008-2024
Figure 8.2 Neuropathic Pain and General Neuropathic Therapeutics, World Market Share (%), 2008
Figure 8.3 Neuropathic Pain and General Neuropathic Therapeutics, World Sales ($m), 2009, 2014, 2019 and 2024
Figure 8.4 Kinedak World Sales ($m), 2008-2024
Figure 8.5 Kinedak and Other General Neuropathic Products, World Sales ($m), 2008, 2014, 2019 and 2024
Figure 10.1 Number of Suspected CJD and GSS Cases in the UK, 1998-2008
Figure 11.1 The Neurodegenerative Market by Country, Sales ($m), 2009, 2014, 2019 and 2024
Figure 11.2 European Neurodegenerative Market, Sales ($m), 2009, 2014, 2019 and 2024
Figure 11.3 China, India and Brazil, Sales ($m), 2009, 2014, 2019 and 2024
Figure 11.4 Geographical Breakdown of the World Market, Sales ($m), 2008
Figure 11.5 Geographical Breakdown of the World Market, Sales ($m), 2024
Figure 12.1 Number of Pipeline Products by Phase and Disease, 2009
Figure 12.2 Number of Products in the Alzheimer’s Pipeline by Phase, 2009

Companies Listed
Acorda Therapeutics
Active Biotech
Aguettant
AstraZeneca
Bayer
Biogen Idec
BioMS Medical
Boehringer Ingelheim
Cobalt
CHDI Foundation
CytRx Corporation
Dainippon Sumitomo
Dr. Reddy’s Laboratories
Eisai
Elan
Eli Lilly
EMD Serono
EMEA
Endo
Forest
GlaxoSmithKline
Hermes
Insmed
InterMune
Johnson & Johnson
Knopp Neurosciences
Lundbeck
Lupin
Medivation
Merck & Co
Merck Serono
Merck KGaA
Momenta Pharmaceuticals
Mylan
Natco
Neuren
Novartis
Ono Pharmaceuticals
Orchid
Orion Corporation
Pfizer
Proximagen Neurosciences
ReceptoPharm
Roche
Roxane
Sanofi-Aventis
Sun Pharmaceuticals
Takeda
Teva
The Alzheimer’s Association
The European Medicines Agency
The Human Fertilisation and Embryology Authority
The National Academy of Sciences
The World Health Organisation (WHO)
Upsher-Smith
US Food and Drug Administration (FDA)
Watson Pharmaceuticals
Wockhardt
Wyeth

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User Interfaces 2009-2014: Enabling a compelling User Experience for the iPhone & Web 2.0 era

Within a short timeframe, the iPhone series of devices has helped fuel adoption of mobile applications and web access in North America and Europe unlike any device before. In the seven years prior to the launch, the paucity of user-friendly mobile web-focused devices proved a major obstacle to optimal growth in users and traffic.

Thanks to innovative multi-touch gesture user interfaces, faster processing and large screens, users are now more aware of the benefits of web access with mobility. The introduction of advanced user interfaces has been pivotal in finally realising the possibility and benefit of mobile applications and web browsing to a wide audience, particularly in developed markets. Supported by increasing bandwidth in mobile networks, improved user experience has encouraged uptake, particularly as an extension of any given user’s online desktop experience, evidenced by the widespread adoption of mobile versions of leading social networking sites, through the browser, ODPs and other applications. This is illustrated by Apple through the iPhone, whose users in the UK are five times more likely to browse the web than owners of other mobile phones.

The move triggered a wave of touch interface releases with large screens from rival device manufacturers. Devices such as the HTC Hero and the Palm Pre signify a new generation in UI, which other market-leading forces such as Nokia, Samsung, LG, Motorola and Sony Ericsson will bolster through their own releases over the coming year. It is within this context that the development of user interface technologies forms a crucial component, providing the platform which will help generate new revenue streams from advertising and content/application downloads, on top of subscriptions.

The UI is a holistic term encompassing all elements of a handset (hardware and software) that contribute towards the end-user’s experience with a mobile device. It is the system of screen images, devices and software components that allows the user to interact with and control the handset’s operating system.

Based on analysis of the position of key participants across the value chain, including operators, media agencies, software application providers, access providers, marketing specialists and trade association representatives, this 130+ page report analyses the market drivers and barriers affecting user interfaces, devices and applications.

Questions answered in this report include:

• How will the market for input devices develop? Which UI technology will dominate the market by 2011? Which new innovative solutions should be looked out for?
• How will display technologies improve and what revenues will be seen by 2014?
• What is the business case for an intuitive UI and to what extent can it increase data ARPU?
• Which services will gain most from an intuitive UI?
• What are vendors’ strategies with regards to proprietary OS in low end/mid range handsets?
• What are the benefits of a customised and customisable UI?
• How can Off-line Portals enhance the user experience in combination with the UI?
• How will the market for client server applications on mobile devices develop by 2011?
• What market share will the Series 60 and Series x0 UIs command by 2011?

Why you should buy this report:

• Network Operators: Gain insight into mean of increasing ARPU through the device itself. How to customise portals and products on the market
• Device Manufacturers: Understand how to customise the UI and gain competitive advantage in the process
• OEM/ODM: Learn how to plan for the handsets hardware/software elements
• Consultants: Understand the dynamics of the UI value chain and key players involved in this space
• Application developers: Develop the solutions needed by operators
• UI Vendors: Understand the market dynamics, market share and market evolution.

Table of Contents:
Executive Summary
E1. Success of the iPhone
E2. Simplifying the UI is Vital in Web 2.0 Era
E3. Product Differentiation with UI
E4. Dynamic UI for Mass Market Handsets
E5. Increasing Demand for Intuitive UI
E6. Market Forecasts

1. The iPhone and Web 2.0 Era
1.1 Introduction
1.2 iPhone
Table 1: iPhone Statistics
Chart 1: Total Global iPhone sales
Chart 2: iPhone Sales Q3 2007-Q2 2009
1.2.1 Apple: The Trend Setter
1.2.2 Changing the Rules of the Game
Table 2: Where iPhone Loses
Table 3: Where iPhone Wins
Figure 1: Display of Icons and Menu on Screens of Mobile Device
1.3 The Web 2.0 Era
1.4 Are the innovations brought about by Apple and others sufficient for the mobile industry to move into the Web 2.0 era?
Figure 2: Moving into 3D Realm
Table 4: UI Pitfalls to Avoid
1.5 Why Intuitive UI?
1.5.1 What is UI?
Figure 3: A Journey via Handsets Applications leads to User Experience
Figure 4: Layered Mobile Device Architecture (1)
1.5.2 Mobile UI
Figure 5: Layered Mobile Device Architecture (2)
1.5.3 UI Problems with the Traditional Handsets
Table 5: Key Handset Components that Contribute to User Experience
1.6 Importance of Mobile UI
1.7 Interest in Mobile UI
1.8 Aim
1.8.1 Key Questions Answered
1.9 Scope
1.9.1 Structure

2. Demands on User Experience in the iPhone and Web 2.0 Era
2.1 Key Ingredients for Enhancing UI in the Web 2.0 Era
Figure 6: iPhone’s UI
2.1.1 Eye-catching and Dynamic Idle Screen
Table 6: Benefits of idle screen solutions
Table 7: Idle Screen pitfalls
2.1.1.1 Themes and Skins
2.1.1.2 ODP
2.1.1.2.1 Changing ODPs to offer Web 2.0 experience
2.1.1.2.2 ODP personalisation
Table 8: ODP Vendors
Table 9: Idle Screen Solutions
2.1.1.3 Active Idle Screen
Chart 3: Percentage Mobile Subscribers Browsing Internet (2009-2014)
2.1.2 Enhanced Start Menu
2.1.2.1 Hard and Soft Keys
2.1.2.2 Button Options on Mobile Devices
2.1.3 Highly Relevant Search & Discovery
2.1.4 Fast and Intuitive Browsers
Figure 7: Device and Browser/Site Usability
Table 10: Mobile Web Browsers
Chart 4: Browser Shipment in Millions (2009-2014)
2.1.4.1 Web Browser for S60
2.1.4.2 Safari for iPhone
2.1.4.3 SkyFire
2.1.4.4 Opera Mobile 9.5.1
2.1.5 Power of Expression with 2D and 3D Graphics
2.1.6 Consistent UI Experience across Applications
Figure 8: Evolution of Applications and OS
Table 11: Key interfaces and their suitability based on device type
2.1.7 GUI Tailored for the Specific Handset Features

3. Demands on Form Factor, Embedded OS and UI Platforms in the iPhone and Web 2.0 Era
3.1 Input options: Compatibility with the features supported by the Handset
3.1.1 Input or Data Entry in iPhone
Table 12: Input Methods used in Mobiles
3.1.1.1 Advantages/Disadvantages of Touch Screen
3.1.1.2 Market For Touch Screen Handsets
Chart 5: Touch Screen Handsets in Million units(2009-2014)
Chart 6: Selling Revenues from Touch Screen Handsets in $ Billions (2009-2014)
3.1.2 Key Data Entry Options
3.1.2.1 Keyboard Input
3.1.2.2 Numeric Keypads
3.1.2.3 QWERTY Keypads
Figure 9: QWERTY Keypads
Chart 7: QWERTY Keypad Sales with/without touch screen (2009-2014)
Chart 8: QWERTY Keypad Market Share in Smartphones and Feature Rich Phones
3.1.2.4 Foldable Keyboards
3.1.2.5 Keypad Agumentations
3.1.2.5.1 Predictive Text Input
3.1.2.6 Voice Input
3.1.2.7 Multimodality
3.1.2.8 Gesture input
3.1.2.9 Sensors
3.2 Display: Requirements for vivid colours, large screen and excellent image quality
Table 13: Limitations of Mobile Displays
3.2.1 iPhone’s Display
3.2.2 Types of Mobile Displays
3.2.2.1 LCD
3.2.2.2 OLED
3.2.2.3 OLED over LED
3.2.3 Touch Screen Displays
3.2.3.1 Capacitance detection versus resistive technology
Figure 10: Resistive Screen
Figure 11: Capacitative Screen
3.2.4 Projector Display
3.2.5 Market for Display Technologies in Mobiles
Table 14: Comparison of Mobile Display Technologies
Chart 9: Display Technology Market Share (2014)
Chart 10: Display Technology
3.3 Open source OS which offers UI support
Table 15: Issues with Ubiquitous Adoption of Open OS
3.3.1 Impact of Open OS on UI
Table 16: Open OS on the Market
3.3.2 iPhone OS
3.3.3 UI Customisation with Symbian OS
3.3.4 UI Customisation with Windows Mobile 6.5
3.3.5 LiMO and UI customisation
3.3.5.1 Access
3.3.5.2 Azingo
3.3.6. UI Customisation with Palm webOS
3.3.7 UI Customisation with Android
Table 17: Operating Systems and their Support for UI
Table 18: Open OS Comparison
Table 19: UI Options with Open OS
Chart 11: OS Market Share (2009/2014)
Chart 12: Symbian OS Share Based on Geography
3.4 A customisable UI Layer
3.5 UI application platform must be resilient and dynamic
3.5.1 S60
Chart 13: S60 Market Share Forecast (2009-2014)
3.5.2 S40
3.5.3 UiOne
3.5.4 UIQ
3.6 Popular Middleware UI platforms for Mass market Devices
3.6.1 Brew
3.6.2 Adobe Flash Lite
3.6.3 Java
Figure 12: Java UI Components
3.6.4 Java, Brew and Flash Lite Market Share
3.7 UI Frameworks and Middleware Solutions
3.8 Ergonomics

4. Handset UI Requirements and Usability Analysis
4.1 Designing Intuitive UI
Figure 13: Handset Usability Analysis
Figure 14: Customer Demands From UI
Table 21: Requirements from UI in the Web 2.0 Era
4.1 Which Applications Will Drive Data Usage in the Web 2.0 Era?
4.1.1 Gaming
4.1.1.1 Vendors in the Gaming market
4.1.1.2 Growth in Gaming Market
Chart 14: Global Gaming Revenues
Chart 15: % Gaming revenues from different regions
4.1.2 Mobile TV
Chart 16: IPTV Subscriber Growth (2009-2015)
Chart 17: IPTV Revenues Growth (2009-2015)
4.3 Messaging Applications
4.4 Multimedia Messaging
Chart 18: MIM Revenue Growth (2009-2015)
Chart 19: Mobile Video Telephony Revenues (2009-2015)
Chart 20: PoC Subscriber Growth (2009-2015)
4.5 Mobile Internet Browsing and Searching
4.5.1 Market Growth for Browsing and Searching
Chart 21: Mobile Browsing Usage for February 2009
Chart 22: Mobile Search Engine Usage for February 2009

5. Analysing UI Attractiveness
5.1 Four UI Strategies for Market Penetration
Chart 23: Smartphone Market Share Vs the Mass Market Devices (2008-2014)
5.1.1 Targeting UI for mass market handsets
5.1.2 Segmentation
5.1.2.1 UI Specific to Segment and Geographical Market
5.1.2.2 DooPhone
5.1.2.3 Re-skinning is a thing of the past
5.1.2.4 Can handsets have their own personalities?
5.1.2.5 Idle Screen Customisation
5.1.2.6 Handling Mobile Complexity
5.1.2.7 Handset customisation is not the same as UI customisation
5.1.2.8 Provide an Ecosystem with intuitive UI on Handset
Table 22: Ecosystem for Mobiles
5.1.3 Multiple input interfaces
5.1.3.1 One Form Factor Strategy
5.1.4 Standards based approach
5.1.4.1 Browser Standards
5.1.4.1.1 OMPT
5.1.4.1.2 LIMO’s support for BONDI
5.2 Benefits from UI Strategies
5.2.1 Competitive Advantage
5.2.1.1 Can UI provide competitive advantage?
5.2.1.2 Marketing UI
5.2.3 Increase Data ARPU
5.2.4 Promoting 3G, HSDPA and LTE
Chart 24: Data Traffic Per Radio Technology
5.3 Difficulties with UI strategies
Table 23: Key Success Factors for Operators and Device Manufacturers
5.3.1 UI Strategies adopted by top vendors
5.3.1.1 Samsung
5.3.1.2 LG
Chart 25: LG’s Smartphone Shipment (2005-2008)
5.3.1.3 Nokia
5.3.1.4 Sony Ericsson
5.3.1.5 Motorola
Chart 26: Handset Vendor Market Share 2009
5.4 Business Case for UI
Chart 27: Global Mobile Subscriber Base in Billions (2003-2008)
Chart 28: Operator Revenues (2007-2014)
5.4.1 Market for Smartphones
Chart 29: Smartphone Sales Q1 2009
Chart 30: Smartphone Market Share Q1 2009
5.4.2 Key high speed technologies bolstering data ARPU
Chart 31: Global 3G Subscriber Growth (2007-2014)
Chart 32: Global 3G Subscriber Revenues (2008-2014)
5.4.3 Opportunity to Increase Data Revenue from Killer Applications
Chart 33: Revenues from Voice/Data Services (2015)
Chart 34: LTE Subscriber Growth (2009-2015)
Chart 35: LTE Operator Revenues (2009-2015)
Chart 36: Percentage Data Revenues Generated by Different Data Applications (2015)
Chart 37: Data revenues as a percentage of total revenues (2009-2015)
Chart 38: Global Data ARPU (2008-2015)
5.4.4 Handset Size and Cost
Chart 39: Breakdown of Handset Cost
Table 24: Mobile Device Comparison
5.4.5 WIDgets
Chart 40: Widget Platform Market (2008-2014)
5.4.6 Mobile Searchers and Browsers
5.4.7 ODP
5.4.8 LiMO Gains

6. New UI Solutions on the Horizon and Innovative Vendors
6.1 Sweeping UI innovations
6.1.1 TouchFlo
6.1.2 3D Touch Cube
6.1.3 Qualcomm MEMS Technologies
6.1.4 Oil and Water based Display
6.1.5 Foldable Displays
6.1.6 Modu
6.1.7 Zeemote
6.1.8 Semantic Analysis with Speech Recognition
6.1.9 Finger Print Sensor for Mobile Devices
6.1.10 Swype
6.1.11 Handwriting Recognition
6.1.12 Fully Multi-touch Based UI
6.1.13 3D Graphics Acceleration
6.1.14 Mobile Shell
6.1.15 Mode Shift
6.1.16 Multimodal Output
6.1.16.1 Haptics
6.1.17 Winged QWERTY Keypad
6.1.18 Themed UI
6.2 Innovative UI Vendors
6.2.1 Metaphor
6.2.2 Vlingo
6.2.3 Voice Signal
6.2.4 Lightmaker
6.2.5 Nuance
6.2.6 Fastap
6.2.7 Metaphor
6.3 UI Frameworks and Middleware Solutions Vendors
6.3.1 TAT
6.3.2 Digital Airways
6.3.3 GestureTek Mobile
6.3.4 Acrodea
6.5 Store Fronts Vendors
6.5.1 SurfKitchen
6.5.2 Celltick
6.5.3 FullPower
6.5.4 Pure Digital
6.5.5 Zumobi

7. Conclusion
7.1 Different Form Factors
7.2 Quality of Input/output device
7.3 Simplicity and Ease of Use
7.4 Benefits of Intuitive UI to the Players in the Wireless Value Chain
Table 25: UI Strategy Benefits for UI Value Chain Players
Table 26: Findings of the Report

Companies Listed

Abaxia
Access
AccuWeather.com
Acrodea
Action Engine
Aditon
ALJAWAL (Saudi Telecom)
Amazon.com,
AOL Tegic
Apple
ARM
Atrua
Azingo
Celltick
Cibenix
Cincinnati Bell Wireless
Cingular Wireless
Comstar-UTS
Digit Wireless
Digital Airways
Facebook
Fandango
Fastsearch
Flickr
FullPower
GestureTek Mobile
GetJar
Glofiish
GSMA
HTC
Immersion
Inflexion
Intromobile
Kvaleberg AS
LG
Lightmaker
LiMo Foundation
Macrovision
Maxis
Mentor Graphics
Metaphor Solutions
MobiComp
Modu
Morpho
Motorola
Movial
MSX
MTV
Nokia
NTT DoCoMo
Nuance
O2
Onskreen
Open Table
Openwave
Openwave Systems
Opera Platform
Orange
Pharos
Pure Digital
Qualcomm
RefreshMobile
Samsung
Skyfire
Sony Ericsson
Spb Mobile Shell
StubHub
SurfKitchen
Suri
Swype
Symbian
Synapsy
TAT
Tegic Communications
Telefonica
Telefonica Moviles Espana,
Telstra
Toshiba
UPEK
UTStarcom
Validity
Verizon
Vlingo Mobile
Voice Signal
Webwag
YouTube
ZeeMote
Zi Corporation
Zodiac Interactive
ZTE
Zumboi

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Choices in Cord Blood Banking Factors Influencing Parental Decision Making

Cord blood banking is increasingly being used to improve and save lives. Stem cells derived from umbilical blood have been used in more than 14,000 transplants worldwide to treat a wide range of blood diseases, genetic and metabolic disorders, immunodeficiencies and various forms of cancer. However, many expectant parents still do not fully understand the significance of cord blood storage. A study published in the Journal of Reproductive Medicine shows that a third of expectant parents are unaware of the option to preserve cord blood. Of the two-thirds who have some knowledge, 74% describe themselves as ¡§minimally informed.¨

Part 1 of this market report used proprietary data-derivation techniques to analyze conditions of the cord blood banking industry. Part 2 of this report used an end-user survey of expectant parents to identify and analyze the factors involved in the decision to privately store, publicly donate, or discard cord blood at birth. More than 1,200 expectation parents throughout the U.S., as well as Canada, Mexico, Europe, Asia, South/Central America, Australia and other regions answered the detailed survey between November 2008 and January 2009.
The report includes:

Sources through which expectant parents learn of cord blood banking
Rates of parental awareness of cord blood banking by gender, household income, geographic location, education, birth order, and other critical factors
Reasons parents cite as driving the decision to store cord blood
Factors influencing the decision for private vs. public storage of cord blood
Price sensitivity and quality expectations
Comparative analysis of quality variables among cord blood banks and parent perceptions of them
Parental responsiveness to health statistics
Differences in perspective based on global region, as well as differences due to location (city vs. suburban vs. rural)
Critical trends in cord blood banking and the factors influencing them
Competitive analysis of the Cord Blood Banking Industry, including:

U.S. Public Cord Blood Banks
U.S. Private Cord Blood Banks
International Public Cord Blood Banks
International Private Cord Blood Banks
Population Profiling: Characteristics of those highly/moderately/least likely to purchase cord blood banking services

Methods to effectively communicate with your target audience: Expectant Parents
And much more…

Table of Contents:

PART 1: CORD BLOOD BANKING, INDUSTRY OVERVIEW
I. Abstract
II. Cord Blood Stem Cells

A. Fetal Cord Blood Characteristics

B. Existing Treatments

C. Future Applications

III. Cord Blood Banking Industry

A. History

B. Private vs. Public Cord Blood Banks

1. U.S. Public Banks

a. Overview

b. Number of Public Banks

c. Geographic  Distribution

2. U.S. Private Banks

a. Overview

b. Number of U.S. Private Banks

c. Geographic  Distribution

3. Free Programs for U.S. Families with Medical Need

4. International Banks

a. Overview

b. Number Private Cord Blood Banks by International Region

IV. Market Characterization

A. List of U.S.  Private Cord Blood Banks

B. List of U.S. Public Cord Blood Banks

C. U.S. Mail-In Donation Cord Blood Banks

D. Breakdown of Canadian Cord Blood Banks – Public vs. Private / AABB Accredited vs. Non-Accredited

E. International Cord Blood Banks

1. Mexican Cord Blood Banks

a. Private Banks

b. Public Banking System

2. South/Central American Cord Blood Banks

a. Private Banks

b. Public Banking System

3. United Kingdom Cord Blood Banks

a. Private Banks

b. Public Banking System

4. European Cord Blood Banks

a. Private Banks

b. Public Banking System

5. Middle Eastern Cord Blood Banks

a. Private Banks

b. Public Banking System

6. Indian Cord Blood Banks

a. Private Banks

b. Public Banking System

7. Asian Cord Blood Banks

a. Private Banks

b. Public Banking System

8. Australian / New Zealand Cord Blood Banks

a. Private Australian and New Zealand Cord Blood Banks

b. Public Cord Blood Banks by Australian State

i. New South Wales

ii. Victoria

iii. Queensland

iv. Western Austalia, South Australia, & Tasmania

9. African Cord Blood Banks

a. Private Banks

b. Public Banking System

F. List of International Public Cord Blood Banks (Alphabetical by Country)

G. Worldwide List of AABB Accredited Cord Blood Facilities

V. United States Cord Blood Banking Legislation

A. U.S. State

B. U.S. Federal

1. Institute of Medicine Recommendations Study

a. Overview

b. Key Recommendations

c. IOM Study Shapes National Public Health Policy

2. Presidential Executive Order Expanding Approved Stem Cell Lines in Ethically Responsible Ways

a. Background

b. The Order

3. The Stem Cell Therapeutic and Research Act of 2005

a. Background

b. Current Status of the Act

VI. International Analysis – Trends, Policies and Industry Conditions (by Country)

A. NORTH & SOUTH  AMERICA

1. Canada

2. Mexico

3. United States

4. Brazil

5. Chile

6. Colombia

B. ASIA

1. China

2. Japan

3. Korea

4. Malaysia

5. Taiwan

6. Singapore

7. Thailand

C. INDIA

D. AUSTRALIA & NEW ZEALAND

E. EUROPE

1. European Union

a. Policy Overview

b. NETCORD Foundation

2. France

3. Germany & Austria

4. Italy

5. Netherlands

6. Spain

7. Poland

8. Russian Federation

9. United Kingdom

VII. Cost Analysis: Cord Blood Banking

A. Reasons for Variation in Cord Blood Pricing

1. Companies have Flexibility in the Pricing that they Set

2. Companies have Variables in the Services that they Offer

3. Variable Fee Breakdowns

B. Range of Pricing for U.S. Cord Blood Companies (1-100th percentiles)

1. U.S. Cord Blood Banking Price Range (1-100th%)

2. Lowest U.S. Pricing

3. Highest U.S. Pricing

4. Average U.S. Cord Blood Costs (25-75th percentiles)

5. Median Cost of U.S. Storage (50% percentile)

C. Range of Pricing for Canadian Cord Blood Companies (1-100th percentiles)

1. Canadian Cord Blood Banking Price Range (1-100th%)

2. Lowest Canadian Pricing

3. Highest Canadian. Pricing

4. Average Canadian. Cord Blood Costs (25-75th percentiles)

5. Median Cost of Canadian Storage (50% percentile)

VIII. Comparative Analysis of Quality Variables

A. Technical Variables

1. Vapor-Phase Storage vs. Liquid-Phase Storage

2. Cryo-bags vs. Cryo-vials

3. Pentastarch vs. Hetastarch

4. Computer Controlled vs. Manual Rate Freezing

5. Whole Sample vs. Volume Reduction

6. High-Control vs. Low-Control Aseptic Processing

B. Corporate Variables

1. Corporate Stability

2. Scientific Expertise

PART 2: EXPECTANT PARENTS, SURVEY RESULTS & FINDINGS

I. Survey Overview

A. Survey Population

B. Characterization of Market Survey Respondents

1. Geographic Distribution of Market Survey Respondents

2. Household Income Distribution of Survey Respondents

a. All Respondents

b. U.S. Respondents

3. Respondent Breakdown by Race

4. Respondent Breakdown by Gender

5. Respondent Breakdown by Level of Education

6. Respondent Breakdown by Location (City vs. Suburban vs. Rural)

7. Regional Breakdown of U.S. Respondents

8. Demographic Conclusions

II. Rates of Awareness: Unaware / Minimally Informed / Moderately Informed / Knowledgeable

A. Overall

B. By Gender

C. By Household Income

1. All Respondents

2. U.S. Respondents

D. By Education

E. By Race

F. By Geographic Location

1. Region within U.S.

2. Location (City vs. Suburban vs. Rural)

G. By Number of Existing Children within Family (e.g. Birth Order)

III. Factors Influencing Awareness

A. Personal Exposure: Relative Impact of Family, Co-Workers, Peers

B. Informational Sources: Information Sites, Books Medical Pamphlets, Government Sources

C. Medical Exposure: General Doctors, Ob / Gyn, Midwifes, Nurse, Other

D. Promotional Sources:  Internet Advertisements, Print Advertisements, Radio, TV, Other

IV. Factors Influencing Parental Decision-Making

A. Factors Influencing the Decision Not to Store Cord Blood

1.  Knowledge Level

2.  Price Sensitivity

3.  Safety Concerns

4.  Lack of Access

5.  Misconceptions

B. Factors Influencing the Decision for Private vs. Public Storage of Cord Blood

1. Ethical Beliefs

2. Gender

3. Total Household Income

4. Level of Education (Highest Level Achieved by at Least One Parent)

5. Race

6. Geographic Location

a. Region within U.S.

b. City vs. Suburban vs. Rural

7.  Access to Reliable Healthcare

8.  Number of Existing Children within Family (Birth Order)

9.  Source of Knowledge

10. Perceived Support of Medical Staff

11. Family Medical History

C. International Analysis of Cord Blood Banking Perceptions (Region-by-Region)

V. Parental Responsiveness to Health Statistics

A.  Overview

B.  Health Statistics

C.  Health Statistic Conclusions

VI. Parental Expectations

A. Quality of Services

B. Willingness to Educate/Inform

C. Reputability of Organization

VII. Trends

A. Rates of Cord Blood Storage (units per year)

B. Rates of Parental Awareness

C. Cord Blood Research Publication Rates

D. Cord Blood Research Funding Levels

E. Cord Blood Patent Breakdown

F.  Rates of Cord Blood Research Product Development

VIII. Informative Websites: Online Sources Utilized by Expectant Parents

A. Overview of Websites

1. Information Only

2. Commercial Affiliation

B. Dominant Regional Websites (International Analysis)

C. Most Important Criteria Used to Identify Sites to Inform Decision-Making

D. Underlying Reasons for Visiting Online Resources

IX. Conclusions

A. Traits of a “Model Customer”

1. “Model Customer” for a Private Cord Blood Bank

2. “Model Customer” for a Public Cord Blood Bank

B. Ideal Price Range

C. Approaches for Communicating with Expectant Parents

For more information kindly visit
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Affinity and Partnership Marketing in UK Accident and Health Insurance

Finaccord’s report titled Affinity and Partnership Marketing in UK Accident and Health Insurance represents the most detailed research ever undertaken on this sector and is one of seven studies in a new series of publications. Drawing on the results of a survey of 2,500 organisations, the report analyses the penetration, operating models and partner market shares of affinity and partnership marketing schemes for accident and health insurance across a range of distributor categories. These include banks, building societies, charities, friendly societies, Internet, media and telecoms entities, on-line aggregators and brokers, professional associations, retailers, trade associations and trade unions. Moreover, the PartnerBASE™ database that accompanies the report provides the granular detail behind the analysis, detailing each of the more than 300 affinity and partnership marketing initiatives traced by Finaccord in this sector. In the context of this report, accident insurance embraces all types of policy usually encompassed by the definition, including personal accident insurance, accidental death insurance, accident cash plans and serious injury plans, but with the exception of creditor or payment protection insurance. In a similar vein, health insurance refers to dental expenses policies, health cash plans and private medical insurance but, again, omits creditor or payment protection insurance. You may be able to use this report and associated PartnerBASE™ database in one or more of the following ways: - drill down into the detail lying behind affinity and partnership marketing schemes for accident and health insurance in the UK; - gain access to research that chronicles the vast majority of affinity marketing opportunities in accident and health insurance; - benchmark the competitive position of your own organisation in affinity and partnership marketing of accident and health insurance and spot opportunities for displacing rivals; - gain a wider perspective from learning about recent innovations in partnership marketing of insurance in continental Europe and Ireland; - plan your future affinity and partnership marketing strategy for accident and health insurance armed with the best market and competitor intelligence available on this subject. Together, the report and PartnerBASE™ database will provide you with the definitive guide to current and potential affinity and partnership marketing opportunities in UK accident and health insurance.

TABLE OF CONTENTS

0.0 EXECUTIVE SUMMARY2
Research background and structure 2
Accident and health insurance embraces a variety of different types of protection policy 2
A majority of affinity marketing schemes for accident insurance are organised through brokers2
although AIG and HMCA are identifiable as the leading specialist providers in this field3
Over a quarter of organisations surveyed in 18 sub-categories offer health insurance3
with BUPA emerging as the provider with the highest outright number of exclusive partnerships 4
Key success factors for affinity marketing in accident and health insurance vary by type of policy 4
and there is scope for comparing developments in the UK with those in continental Europe4

1.0 INTRODUCTION6
Finaccord6
UK affinity and partnership marketing publications6
Other UK consumer research publications 6
PartnerBASE™ 7
Definitions7
Rationale 8
The channels used to distribute financial products and services in the UK continue to proliferate8
with on-line affinity and partnership marketing having growing rapidly in importance of late 8
Methodology10
Errors, omissions and limit of liability 11

2.0 MARKET OVERVIEW13
Affinities and partnerships in UK accident and health insurance13
Over 10% of organisations surveyed in nine sub-categories promote accident insurance13
with most schemes organised through brokers rather than placed directly with underwriters15
Affinity programs for health insurance are more widespread than those for accident insurance17
with BUPA having established the highest outright number of deals with partner organisations 19

3.0 NOT-FOR-PROFIT AFFINITY GROUPS21
31 Charities21
Introduction21
Analysis of partnerships 21
Three charities are engaged in marketing accident and health insurance policies to supporters21
intune’s main target market is the affluent over-50 age group served by Saga23
and the company is interested in working with suppliers that fulfil a variety of criteria23
intune is employing a multi-channel distribution strategy including the charity’s high street outlets 23
as it seeks to reach an operating profit of £15 million per annum by 2012 23
33 Professional associations 24
Introduction24
Over 50 professional associations possess in excess of 5,000 individual members 24
Analysis of partnerships 27
The vast majority of professional associations offering motor insurance do so through a broker27
with Parliament Hill having expanded its roster of member benefits clients to 11 associations27
A further three brokers each claim to more than one deal in the professional association segment27
Almost a half of associations have organised health insurance schemes for their members29
BUPA and HMCA rank among the foremost providers to the professional association sector29
although other protagonists including Benenden Healthcare and WPA are also active 29
34 Sports organisations 31
Introduction31
Analysis of partnerships 31
Perkins Slade has carved out a strong position for itself in the sports organisation sector31
having been appointed as the approved insurance broker to the CCPR31
although at least a dozen other firms are also active as affinity providers in this market 31
HMCA has begun to establish schemes for health insurance with sports organisations 33
35 Trade associations34
Introduction34
Analysis of partnerships 36
Over 5% of trade associations have organised the provision of stand-alone accident insurance36
although the provision rate for health insurance is nearly three times higher 37
BUPA and Private Health Partnership are most commonly used by trade associations 37
Private Health Partnership has built up a portfolio of around 8,000 mainly corporate clients 37
36 Trade unions 39
Introduction39
Analysis of partnerships 41
AIG has established several distribution deals for accident insurance with trade unions 41
A number of trade unions have organised propositions in the area of health insurance43
with both BUPA and Simplyhealth’s HSA each claiming more than one affinity partnership43
37 Other not-for-profit affinity groups45
Introduction45
Lifestyle organisations 45
The Countryside Alliance collaborates with RK Harrison for specialist accident insurance45

4.0 FINANCIAL PARTNERS 47
41 Banks47
Introduction47
Analysis of partnerships 48
Only a handful of retail banks in the UK offer accident insurance on a stand-alone basis48
although a significant amount of behind-the-scenes tele-marketing is also taking place49
which also extends to lower cost health policies in addition to private medical insurance 49
42 Building societies51
Introduction51
Analysis of partnerships 52
Building societies display limited visible interest in non-creditor accident and health insurance52
43 Credit cards and premium accounts53
Introduction53
Analysis of partnerships 53
Accident and health insurance coverages are rarely packaged with banking products53
although Alliance & Leicester’s Premier 50 Health Benefits concept is an innovative service53
44 Credit unions55
Introduction55
Analysis of partnerships 56
Norwich Union accesses the credit union market as the approved supplier of CUNA Mutual56
although the Scottish Police Credit Union has also established an affinity link with BUPA56
45 Friendly societies 58
Introduction58
Analysis of partnerships 59
Friendly society involvement in accident and health insurance remains almost entirely internal59
46 Insurance companies 60
Introduction60
Analysis of partnerships 61
PruHealth is aiming for an overall market share of 10% in private medical insurance by 201161
47 On-line aggregators and brokers 62
Introduction62
Analysis of partnerships 63
Chase Templeton’s Preferred Medical is the partner of both Confusedcom and The Motley Fool 63
48 Specialised lenders64
Introduction64
Analysis of partnerships 65
American Express has linked with Aetna’s Goodhealth Worldwide for an expatriate health policy65

5.0 COMMERCIAL ENTITIES67
51 Automotive associations 67
Introduction67
Analysis of partnerships 68
Through First Assist, RAC is marketing a travel-related accident insurance policy68
52 Cricket and rugby clubs69
Introduction69
Analysis of partnerships 69
Cricket and rugby clubs have no involvement in either accident or health insurance69
albeit both cricket and rugby attract sponsors from the financial services sector 69
53 Football clubs 70
Introduction70
Analysis of partnerships 70
Football clubs display little appetite for affinity marketing of either accident or health insurance70
54 Internet, media and telecoms entities72
Introduction72
Analysis of partnerships 73
ACE European Group maintains a link with Candis for personal accident insurance73
Moneysupermarketcom and Insurancewidecom account for a majority of media affinities74
55 On-line price comparison providers 75
Introduction75
Analysis of partnerships 76
Only PriceRunner has established a searching facility for health insurance under its own brand76
56 Retailers77
Introduction77
Analysis of partnerships 78
Retailers appear to remain wary about acting as partners for accident or health insurance78
although PruHealth’s alliance with Boots could be a key turning point in the affinity market 78
The Boots web site is the most frequently visited health and wellness site in the UK78
and the initial results from the partnership have been encouraging in a variety of ways78
Greenbee will allow the John Lewis Partnership to expand its share of total client expenditure 79
Fit with the values of the John Lewis Partnership has been key to selection of affinity partners80
57 Other commercial entities81
Introduction81
Branded conglomerates81
Saga and Virgin leverage their brands across the full consumer financial services spectrum81
Loyalty schemes82
The loyalty schemes category extends to a range of diverse travel and other reward programs82
with several offering members the chance points through purchase of health insurance82
AIRMILES reconfigures its affinity strategy by forging a new link with Lloyds TSB83
Delivering memorable experiences continues to be key to the AIRMILES proposition83
Lloyds TSB hopes to leverage the relationship across a range of financial services 83
AIRMILES has bolstered its range of family-oriented redemption options84
and is also in the process of rolling out a policy asserting its ‘green’ credentials84
The Post Office84
The Post Office is seeking to grow its total portfolio of insurance policies to two million by 201084

6.0 EUROPEAN INNOVATIONS87
Introduction87
Events in affinity and partnership marketing in Europe, 2006 and 200787
Winter 200687
AEGON expands bancassurance reach in Spain through link with local savings bank87
Fondiaria SAI firms up link with Banca Popolare di Milano for bancassurance venture 87
Elvia reinforces position in travel insurance sector through new distribution deals 88
Estonian bank diversifies into non-life bancassurance by establishing captive company88
AIB and Aviva finalise Irish bancassurance deal by combining life insurance firms88
AXA and Adeslas co-operate for health insurance distribution in Spain 89
Cattolica and Banca Lombarda extend life insurance distribution tie to 201089
French banking and insurance partners pilot Séréna personal assistance platform89
Spring 200689
Spanish arm of CIGNA launches health insurance through Travel Club loyalty program89
Fortis health insurance  and An Post confirm Irish financial services joint venture 90
MACIF and MNRA create affinity programs for small businesses in France90
Mapfre and Caja de Madrid extend scope of co-operation to automotive finance 90
Proteq ties with leading Dutch pharmacy chain for affinity insurance venture 90
ESFG and Crédit Agricole strengthen Portuguese bancassurance ties 90
Aon and Delta Lloyd join forces for affinity insurance venture in the Netherlands91
Summer 2006 91
Fondiaria and Capitalia link for non-life bancassurance joint venture in Italy91
Mondial Assistance renews international assistance contract with Chrysler Jeep 91
Cattolica strengthens strategic bancassurance tie with BPVN in Italy91
CNP launches new permanent disability and long-term care contract with ASAC-FAPES91
BBVA and Sanitas combine in Spanish health insurance distribution deal92
AXA seals affinity insurance tie with Bertelsmann media club in Germany 92
CNP extends major bancassurance deals in France through to end 201592
Winterthur and Sanitas agree tie for health insurance distribution in Switzerland 92
Europäische expands card-related travel insurance deals in Germany92
Autumn 200692
Aon Italia rolls out new propositions for professional affinity partner 92
AXA buys major Greek bancassurance protagonist for €255 million 93
French mutuals tie for retirement savings cross-selling initiative 93
BBVA and Willis link for high net worth property insurance venture in Spain 93
Uniqa commences bancassurance joint venture in Ukraine with Credo-Classic93
German catalogue retailer commences insurance marketing venture94
AXA replaces Talanx as SEB’s new bancassurance partner in Germany94
CNP’s life assistance arm forges tie with Chèque Domicile in France94
Santander Consumer Bank improves motor insurance offer for German car buyers 94
Winter 200795
Zurich seals new manufacturer motor insurance deal with Suzuki in Germany 95
AEGON forges new bancassurance link with Banca Transilvania in Romania95
a distribution strategy also pursued by Aviva in the same country with Finansbank 95
CIGNA targets marine sports club members with health insurance proposition in Spain95
Innovative distribution deals assist Spanish insurer Mapfre at home and abroad95
French affinity broker launches new insurance policy through AOL link 96
AEGON and ERGO tie for pensions cross-selling agreement in Poland96
Mapfre takes 50% stake in Spanish savings bank insurance unit96
Cattolica finalises bancassurance agreement with Banca Popolare di Vicenza96
Mondial Assistance establishes distribution agreement with Sanyres in Spain97
VIVAS Health secures distribution link with Hibernian Direct in Ireland 97
Tie with statutory health insurer in Germany pays dividends for HUK Coburg97
Caisses d’Épargne and MACIF roll out individual health insurance contracts in France 98
Generali acquires bancassurance companies in Austria from BAWAG PSK98
Spring 200798
ADAC and Zurich disclose launch joint venture insurance company in Germany98
Mapfre seals major bancassurance deals with Bankinter and BBVA in Spain98
Folksam and Swedbank initiate new bancassurance collaboration in Sweden99
AXA acquires stakes in Monte dei Paschi di Siena bancassurance firms 99
Allianz links with Ferrari for car insurance policies in Germany 99
Groupe Caisse d’Épargne and HSBC assume control of French bancassurance firms99
AIB kicks off on-line motor insurance venture with Hibernian in Ireland99
Fondiaria SAI forges Italian bancassurance joint venture with Banca Italease99
Summer 2007 100
Generali and leading fuel retailer link for affinity tie in German insurance 100
Aviva rolls out a trio of new bancassurance deals in Italy, Poland and Spain 100
AEGON and Mapfre finalise bancassurance agreements with Spanish savings banks 101
Vienna Insurance Group links with OMV in ten countries in Central Europe 101
La Caixa buys 50% stake held by Fortis health insurance in long-standing Spanish joint venture 101
Deutsche Postbank and Talanx extend German bancassurance link for 15 years 101
ACE European Group sets up life company for continental affinity insurance initiatives 102
National Suisse and Coop Bank agree insurance co-marketing initiative 102
Sogecap commences bancassurance operations in Bulgaria and Greece 102
Groupama initiates link with integrated Internet and telecoms provider in France 102
Intesa Sanpaolo rolls out new approach to bancassurance in domestic market 102
Citroën entrusts own-brand road assistance service to Mondial Assistance 103
ING takes control of Greek bancassurance joint venture as a part of ten year deal 103
Royal & SunAlliance targets Eastern Europe and Russia through GDII joint venture 103
Crédit Agricole buys 60% stake in non-life bancassurance entity from AGF 104
Generali and PPF Group commence joint venture deal in Central and Eastern Europe 104
Banco Popolare and Fondiaria SAI finalise new bancassurance joint venture in Italy 104
Autumn 2007 104
Zurich links with TomTom for Europe-wide motor insurance distribution venture 104
Mondial Assistance secures international travel insurance ties with Eurostar and KLM 104
Genertel signs affinity insurance agreement with low-cost airline in Italy 105
Groupama forges joint venture with software house for co-marketing in France and abroad 105
If P&C plans tie with Finnish retailer’s loyalty program from June 2008 onwards 105
Allianz Suisse initiates manufacturer-branded insurance co-operation with Volkswagen 105
Deutsche Postbank secures non-life bancassurance agreement with HUK-Coburg 106

GRAPHICS / TABLES

The affinity and partnership marketing universe 9
Entities contacted for the research, segmented by broad category 10
Affinity and partnership marketing schemes for accident insurance in the UK: penetration by type of partner 14
Affinity and partnership marketing schemes for accident ins in the UK: segmentation by op model and comp 16
Affinity and partnership marketing schemes for health insurance in the UK: penetration by type of partner 18
Affinity and partnership marketing schemes for health ins in the UK: segment by op model and competitor 20
Charities offering accident and health insurance through partnerships 22
Ranking of professional associations in the UK by actual or approximate number of members 25
Ranking of professional associations in the UK by actual or approximate number of members (continued) 26
Professional associations offering accident insurance: penetration, operating models and partner market shares 28
Professional associations offering health insurance: penetration, operating models and partner market shares 30
Sports organisations offering accident insurance: penetration, operating models and partner market shares 32
Sports organisations offering health insurance: penetration, operating models and partner market shares 33
Ranking of the top 50 trade associations in the UK by actual or approximate number of members 35
Trade associations offering accident insurance: penetration, operating models and partner market shares 36
Trade associations offering health insurance: penetration, operating models and partner market shares 38
Ranking of trade unions in the UK by actual or approximate number of members 40
Trade unions offering accident insurance: penetration, operating models and partner market shares 42
Trade unions offering health insurance: penetration, operating models and partner market shares 44
Lifestyle organisations offering accident insurance through partnerships 45
Banks offering accident insurance: penetration, operating models and partner market shares 48
Banks offering health insurance: penetration, operating models and partner market shares 50
Building societies offering accident and health insurance through partnerships 52
Credit cards and premium accounts offering accident and health insurance through partnerships 54
Credit unions offering health insurance: penetration, operating models and partner market shares 57
Friendly societies offering accident insurance through partnerships 59
Insurance companies offering health insurance through partnerships 61
On-line aggregators and brokers offering health ins: penetration, operating models and partner market shares 63
Specialised lenders offering accident and health insurance through partnerships 65
Automotive associations offering accident insurance through partnerships 68
Football clubs offering accident and health insurance through partnerships 71
Internet, media and telecoms entities offering accident insurance through partnerships 73
Internet, media and telecoms entities offering accident ins: penetration, op models and partner market shares 74
On-line price comparison providers offering health insurance through partnerships 76
Retailers offering accident and health insurance through partnerships 79
Branded conglomerates offering accident and health insurance through partnerships 82
Loyalty schemes offering health insurance through partnerships 83

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Free-to-Air (FTA) television has been the dominant mass communication medium for many decades but the industry is now facing challenges from a number of fronts. The Internet has become increasingly entertainment-based where broadband is available and broadband penetration is predicted to continue to rise steadily over next few years. The cost structure of the pay TV industry has become more sustainable and the industry has reached profitable territory. With respect to radio, although its advertising base is growing, the medium is losing share to other sectors such as TV. Crucial changes are likely to occur with respect to the advertising model employed by FTA and pay TV firms as consumers shift to digital viewing standards. Digital viewers will, in the future, enable FTA and pay TV to utilise targeted advertising.

Table of Contents :

1. Synopsis
2. Free-to-Air TV
2.1 Market overview and trends
2.2 FTA broadcasters
2.3 ABC’s iView
3. Digital TV
3.1 Market trends
3.2 Digital Video Recorders
3.3 Interactive TV, Set-top Boxes & Electronic Program Guides
3.4 Datacasting
4. Pay TV
4.1 Subscriber statistics and analysis
4.2 Revenue statistics
5. Radio
5.1 Market trends
5.2 Market statistics
5.3 Digital radio
6. Broadcasting and Digital Media reports
7. Related reports
Table 1 – Number of television and radio licences on issue – 2008
Table 2 – Pay TV subscribers by operator – 1995 - 2010
Table 3 – Percentage change of pay TV revenue per operator – 1998 - 2010

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In a rather haphazard way a certain amount of progress has been made. Since early 2007, after nearly a decade of regulatory wrangling, commercially viable prices for several wholesale services have been set by the ACCC. The new OPEL company won the bid for a new regional telecoms network. The metropolitan fibre network is now under review also and this will need to be based on open network principles. Telstra is fighting tooth and nail to try and keep as much of its monopoly in place as possible, but it appears to be fighting a losing battle. Eventually structural reforms are inevitable – they will either be implemented voluntarily by Telstra or forced upon it by regulation. Competition has delivered $900 million of benefits in 2007 according to the government. In early 2008 the industry laid down 17 recommendations for the national Broadband Network. By 2009 the discussions had moved to the NBN environment.

Table of Contents :

1. Synopsis
2. Regulatory telco reforms
2.1 Overview of the proposed changes
2.2 BuddeComm analysis of the reforms
3. Broken regulatory systems and the NBN - analysis Mid 2009
4. The 17 National Broadband Network principles
4.1 Ubiquity
4.2 Open Access Network environment
4.3 Industry benefits
4.4 Technology
4.5 Leveraging government investment
4.6 Education
4.7 Working groups
5. ULL access
6. Open Access is imperative
7. Government needs to set the rules of engagement for new telco market
8. Telstra is fuelling the competition
9. ACCC needs to facilitate NGN industry workgroup
10. Related reports

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New business models are now emerging, giving the industry the confidence to begin changing their more traditional models. An equally important factor is that this is backed up by a phenomenal growth in online advertising revenues – these are now well above $1.7 billion. Video-based service on broadband and interactive digital TV networks is becoming a whole new area of advertising opportunities. Personalised media and one-to-one communication will be the predominant mode on the Digital Media. New models will need to be developed to succeed in this highly competitive and highly costumer service sensitive market. Video ads in Australia could outpace Internet search advertising as the fastest growing online revenue stream over the next several years. This report analyses the digital advertising and marketing industry and highlights key strategies.

Table of Contents :

1. Synopsis
2. The Online advertising market
2.1 Changes in web advertising
2.2 Market trends
2.3 Marketing issues
2.4 Costs advantage of Internet advertising
2.5 Video advertising on web continues to grow
2.6 Online advertising in relation to social networking
3. Mobile marketing and advertising
3.1 Mobile data market
3.2 Mobile advertising
4. Analysis
4.1 New advertising models
4.2 Local advertising
4.3 Speech technology and the mobile internet
4.4 Infrastructure bottleneck in Internet economy
4.5 New technologies, same customers
4.6 Permission-based targeted advertising models
4.7 Telecommunications providers and their customers.
5. Related reports
Exhibit 1 – Digital media marketing commandments

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Australia - Digital Media - Advertising, Statistics, Revenues, Forecasts

Expenditure on online advertisements in Australia reached $1.7 billion by the end of 2008. Given the difficult trading conditions facing the Australian economy BuddeComm predicts that the pace of growth may be adversely impacted going forward. However, the increased use of multimedia advertising as broadband availability improves may counter this trend as advertisers experiment with new formats. 2009 may see increased use of targeted advertising delivered over the internet as well as increased use of mobile internet advertising by firms which has been driven by advances in the capability of multimedia handsets, the increasing use of mobile data services and the fall in the associated costs to the user.

Table of Contents :

1. Synopsis
2. The online advertising market – moving into 2009
3. Mobile internet advertising
4. Generation Y is driving the online media push
5. Revenue statistics
5.1 Online advertising revenue statistics and forecasts
6. Online classified advertising
6.1 Financial crisis will impact on advertising budgets in 2009 and 2010
6.2 Telstra records strong online and mobile advertising growth
7. Online search and directories market
8. Online video advertising market
9. Website usage Statistics
10. Market surveys
10.1 Digital Services survey - AIMIA
10.2 Frost & Sullivan survey
10.3 Children usage of Social Networking
10.4 The 2008 AFR BOSS Marketing Directions survey
10.4.1 Internet advertising stats and trends
10.4.2 Online advertising usage by industry
10.4.3 New Digital marketing methods
10.4.4 Budget allocation
10.5 Online entertainment and media activity
10.6 Ericsson / IDC – rapid growth for TV/video sector
10.7 ACMA survey on converged technologies
10.8 Cisco Connected Consumer survey
10.8.1 Introduction
10.8.2 Key statistics and international comparisons
10.8.3 Downloaded video statistics
10.8.4 Drivers for watching online content and consumer choice
10.8.5 Ownership of access devices
10.8.6 Storage of digital media
10.9 PwC Australian Entertainment and Media Outlook report – to 2012
10.10 PwC Australian Entertainment and Media Outlook report – 2007 - 2011
10.10.1 Market sizing and forecasting
10.10.2 Market sector overview
10.11 High-speed broadband equals high spend online advertising
10.12 IAB survey on online advertising expenditure – 2007 - 2008
10.12.1 Year to June 2008
10.12.2 Three months to March 2008
10.12.3 12 months to December 2007 and three months ending December 2007
10.12.4 Three months to September 2007
10.12.5 12 months to June 2007
10.13 Search advertising revenues
11. Media and Communications in Australian Families report
11.1 Overview
11.2 Influence of household income
11.3 Time spent online
11.4 Social networking sites
11.5 Allocation of children’s overall time
12. Related reports
Table 1 – Online advertising revenue and forecasts – 1997 - 2010
Table 2 - Market shares key online advertising markets – 2005 - 2006; 2010
Table 3 – Market shares by major players (historical) – 2005 - 2006
Table 4 – Australian online advertising revenue market – 2006 - 2010
Table 5 – Search engine advertising revenue – 2007
Table 6 – Local display advertising market share by provider - 2007
Table 7 – Local classifieds advertising market share by provider - 2007
Table 8 – Changes in Australian ad revenue by sector – 2007 - 2010
Table 9 – Online search market share by provider - 2008
Table 10 – Local directories market share by provider - 2007
Table 11 – News websites’ average daily number of unique browsers in January 2008
Table 12 – Use of social networking sites in last 12 months – 2008
Table 13 – Social networking in the workplace – 2008
Table 14 – Social networking amongst children – 2008
Table 15 – Online chat room use amongst children – 2008
Table 16 – Take-up of new and emerging services – 2007
Table 17 – Australian entertainment & media market revenue by industry – 2007 – 2012
Table 18 – Australian entertainment & media market – annual growth by industry – 2008 – 2012
Table 19 – Australian consumer/end-user spending – 2007 - 2012
Table 20 – Australian consumer/end-user spending – annual growth by industry – 2008 – 2012
Table 21 – Australian advertising spend – 2007 – 2012
Table 22 – Australian advertising spend – annual growth by industry – 2008 – 2012
Table 23 – Australian entertainment and media market revenue by industry – 2006 - 2008; 2011
Table 24 – Australian entertainment & media market – annual growth by industry – 2007 - 2008; 2011
Table 25 – Australian entertainment & media market – consumer/end user spending by industry – 2006 - 2008; 2011
Table 26 – Australian entertainment & media market – consumer/end user annual growth by industry – 2007 - 2008; 2011
Table 27 – Australian entertainment & media market – advertising spending by industry – 2006 -2008; 2011
Table 28 – Australian entertainment & media market – advertising annual growth by industry – 2007 - 2008; 2011
Table 29 – Share of consumer spending by industry sector – 2006; 2011
Table 30 – Share of advertising revenue by industry sector – 2006; 2011
Table 31 – Online advertising by classification – 12 months to June 2008
Table 32 – Online advertising by classification – three months to September 2007
Table 33 – Online advertising by classification – 12 months to June 2007
Table 34 – Paid search advertising revenue by company – 2005 - 2006; 2010
Exhibit 1 – Online search and directory players

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Australia - Digital Media - E-commerce - Trends & Statistics

This report contains detailed statistics from e-business activity usage surveys. The Digital Economy affects everybody existing players such as telcos, banks, media, retail and they will need to adapt to the new environment, while new players will enter these markets from different angles. British research indicates that online users can save £70 per month. The report surveys the first areas that customers are interesting in and which are therefore interesting commercial starting points. It looks at topics such as e-money, mobile email, and buying and selling over the Internet.

Table of Contents :

1. Synopsis
2. The key drivers of growth
3. Market statistics and surveys
3.1 Internet retailing lags in Australia
3.2 Sensis e-Business Report – 2008
3.2.1 Introduction
3.2.2 Mobile email
3.2.3 Websites
3.2.4 Use of the Internet for procurement
3.2.5 Use of the Internet to sell
3.3 Australia ranks fourth in EIU global e-readiness rankings
3.4 Commonwealth Bank 2007 E-Money survey
4. E-Payment
4.1 Introduction
4.2 Will EFTPOS be able to survive in the online world?
4.3 Banks will have to come to the party
4.4 Bill Express goes into liquidation
5. eBay
6. OZtion – online auction service
7. Micropayment developments
7.1 Premium Rate Services
7.2 NAB-Visa trial
8. Advertising strategies (separate report)
9. Related reports
Table 1 – Online users and other media usage
Table 2 – BlackBerry ownership – 2008
Table 3 – BlackBerry usage – 2008
Table 4 – Benefits and drawbacks of mobile email – 2008
Table 5 – Buying over the Internet by business size – 2008
Table 6 – Items bought by SMEs over the Internet – 2008
Table 7 – Selling over the Internet by industry sector – 2008
Table 8 – Selling over the Internet by business size – 2008
Table 9 – Types of customers sold to – 2008
Exhibit 1 – Example items sold on average in Australia on eBay
Exhibit 9 – Interesting items sold on eBay
Exhibit 3 – Micro-payments examples

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