Telecoms Research Agenda 2011

O V U M T E L E C O M S

Research Agenda2011

Advising you on industry transformation

Welcome to Ovum’s telecoms research agenda, which we hope you’ll find valuable in providing the market perspective you need to drive growth in 2011.

As always, we will ensure that you are best placed to maximize value from new and existing markets and will work alongside your teams to provide research and analysis that supports your decision making, no matter where you sit within the industry.

Our research in 2011, which comes from some of the industry’s leading analysts, will be as stimulating as ever and founded on robust market data. However, there are some key changes as we improve our service. After all, it follows that as our customers’ markets expand, we too broaden our horizons.

For 2011, we have:

■ Expanded our primary research. We will produce more primary research, growing the amount of customer insight research by 20%. You will see more customer and enterprise surveys and we will continue with our wholesale customer survey.

■ Invested in our quality process. To ensure that you can make business decisions with confidence, everything we publish goes through three stages of quality review – a standard that we believe is the most stringent in the industry.

■ Invested in new research methodologies, which will mean that our research is not just founded on reliable data, but unique methodologies designed to provide market clarity.

■ Invested in new geographies, with new offices in China and Brazil and expanded operations in Japan, South Africa, and the US. We now offer the broadest geographic reach and the deepest telecoms focus in the industry.

■ Ensured that our analysts are available to you. We recognize that you want to discuss our research and the market with our analysts, which is why we have made it easier for you to make enquiries.

■ Broadened the research scope of many practices. We are intensifying our efforts with deeper country profiles, a renewed focus on new media, content and gaming, and country-level analysis on fixed and mobile access services. You will also see more pricing information and converged analysis across the telecoms and IT teams within Ovum.

This year we are also introducing the concept of Signature Research, which represents the best of whatour analysts produce in each of our practices.

We have laid out the key themes of our 2011 research agenda in the pages that follow. Combined with our commitment to service that gives you access to expertise, real-world experience, and market insight when you need it – we believe you’ll find this a compelling package.

Thank you for your business and I look forward to working with you in 2011.

What’s new in 2011

RICHARD MAHONY DIRECTOR, TELECOMS RESEARCH & ANALYSIS

| OVUM TELECOMS RESEARCH AGENDA 20112

Telecoms at a crossroads 4

Key research themes 6

Practice coverage of

key research themes 8

Components 10

Consumer 12

Devices and Platforms 14

Emerging Markets 16

Enterprise 18

Network Infrastructure 20

Policy and Regulation 22

Telco Operations 24

Telco Strategy 26

Wholesale 28

Research portfolio 30

Key benefits 32

Global Telecoms Analyzer 33

Knowledge Center 34

Research Store 36

Consulting 37

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O V U M T E L E C O M S

Research Agenda2011

CONTENTS | 3

2011

Telcos need to find ways to tap into the emerging revenue streams which take advantage of their networks

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Telecoms at a crossroads


The evolving telecoms ecosystem demands new business models

The telecoms industry is at a crossroads. Saturation and

market maturity are driving down prices and causing revenues

to stagnate and decline. Meanwhile, telecoms operators, which

have always held the pre-eminent position in the market, are

losing power to new players from the online, software and

consumer electronics markets. Large European and North

American equipment vendors, which once provided telcos

with all the technology behind their products and services, are

threatened both by surging competitors from Asia and by a new

breed of applications and services not rooted in switches and

routers but in software in the cloud. Device vendors, once

clearly telco partners with interests aligned with theirs, have

now become competitors in content and service provision.

All these changes require a fundamental rethinking of the

business models which used to generate substantial revenue

growth and fat margins but now threaten to produce only

stagnation and decline. Telcos need to find ways to tap into

the emerging revenue streams which take advantage of their

networks without generating any revenue for them. Network

equipment vendors need to develop new software-centric,

developer-friendly business models. Device vendors need

to wa k a thin line between partnership and competition.

Regulators, too, need to evolve in their evaluation of and

responses to the market to include new players and

business models.

In emerging markets, many telcos have found a way to

effectively go back in time and participate in rapidly growing

markets again. But there, too, some of the same trends will occur

over the coming years, and telcos will face similar challenges.

But there are also important differences and special challenges

in emerging markets, not least how to maintain margins when

disposable income and therefore ARPU are much lower.

JAN DAWSON CHIEF TELECOMS ANALYST

5TELECOMS AT A CROSSROADS |

THE ROAD TO 20201

Ovum’s Telecoms 2020 report series described a new type of service provider which will emerge in the next ten years: the SMART player. The disruptive competitors which have entered the telecoms market in recent years have largely been platform players, which is to say that they own and operate software platforms which cross the traditional boundaries between fixed and mobile, between computers and televisions, and between voice and data. In addition, they have created interfaces to allow third-party developers to create value on top of their platforms in a way that increases the value of the platform to users and generates revenue and stickiness. SMART players will emerge from among these companies, but telcos also have an opportunity to evolve into SMART players, if they begin taking the first steps now. We will continue our coverage of platform providers such as Google, Apple, Microsoft and others, but will also address the key strategic issue of how telcos can begin to develop their own platforms as a first step on the road to 2020.

2 PLANNING FOR NEXT- GENERATION FIXED AND MOBILE ACCESS

As telcos invest in fiber-based local access networks and 4G mobile networks, they are by default locked in to the DSL and 3G business models they have relied on in the past. New strategies and business models are required to fund the investment in next-generation access, and to more closely align costs with revenues. Network equipment vendors and others in the value chain will need to support these changes as they work with service providers. And regulators will need to adapt their market analysis and remedies to next-generation access to incentivize investment while ensuring a level playing field.

COST AND PROCESS OPTIMIZATION STRATEGIES3

Cost reduction is nothing new to telcos, but efforts to cut costs continue, and as the low-hanging fruit has mostly been picked, they must find more sophisticated ways to improve efficiency. This involves transformation of many core operational functions, but it also means making smart decisions about network investments to support burgeoning bandwidth requirements. Equipment vendors will be key to transforming the cost structure of deploying networks, and they and their suppliers including component vendors will need to transform their own businesses to maintain their margins and remain competitive.


In 2011, we’ll be focusing on seven key research themes to help industry players overcome foreseeable challenges and make the changes necessary to succeed. Each of Ovum’s 10 research practices will tackle the topic areas most relevant to their particular coverage area while the following big picture themes will cut across much of our telecoms research portfolio.

Key research themes2011

THE IMPACT OF CLOUD BUSINESS MODELS5

PROFITING FROM NEW REVENUE OPPORTUNITIES4

While cost reduction plays a part in protecting margins, telcos need new sources of revenue in order to cover the shortfall caused by declining fixed revenues and stagnating mobile revenues. But there is no single obvious new revenue opportunity to pursue. Rather, telcos must find a slew of new opportunities and focus on those most likely to generate profitable revenue growth in the coming years, across all segments, from consumer to enterprise to wholesale.

LEVERAGING CUSTOMER INSIGHTS6

What separates the most successful companies from their less successful competitors is often the ability to intuit what customers want and when. Achieving this goal requires a combination of insights into what customers say they want and detailed analysis of customer behavior. Telcos hold much of the data they need to make very good guesses at what customers want, but are often poor at making sense of that data. In addition, their own efforts to approach customers directly about their plans and preferences often fall short either because customers don’t want to share that detail with their provider or because telcos ask the wrong questions. A strategy that combines effective mining of the data telcos already have with insightful analysis of customers’ stated preferences is key to success.

UNDERSTANDING COMPETITORS AND PEERS7

In addition to the established competitors from within the telecoms market itself, telcos face an emerging threat from new disruptive competitors with radically different business models. These competitors are not subject to regulation, may offer advertising-funded services for free to end users, and may be much more dynamic and flexible than telcos can be. Holding ground against existing competitors while adjusting to and either working with or battling against new competitors is key to success. In addition, learning from peer best practice is crucial to staying ahead of the game.

7

The technology world is abuzz with ta k of the ‘cloud’, and it has become the latest term to suffer from over-application to products and services from a range of providers. But beneath the ‘cloud-washing’ there remains a real shift in business models which has the power to fundamentally impact the telecoms market. Not only is there an opportunity for telcos to become cloud providers in the enterprise market, but telcos will also want to make use of cloud services and architectures internally to deliver their services to all segments. Meanwhile, telcos will have to respond intelligently to competitors using cloud business models.

KEY RESEARCH THEMES |

The following pages illustrate how our key research themes will spread across our practice areas in 2011.

Practice coverage of key research themes2011


Components

Consumer

Devices and Platforms

Emerging Markets

Ente

The road to 2020

Planning for next-generation fixed and mobile access

Cost and process optimization strategies

Profiting from new revenue opportunities

The impact of cloud business models

Leveraging customer insights

Understanding competitors and peers

9PRACTICE COVERAGE OF KEY RESEARCH THEMES |

rprise

Network Infrastructure

Policy andRegulation

TelcoOperations

TelcoStrategy

Wholesale

Components

Market context

Wireline and wireless network operators continue to experience high bandwidth demand, a trend that is expected to continue for the foreseeable future. In their efforts to improve margins, operators need to decrease the cost of bandwidth while offering new services. They are therefore demanding higher capacity at smaller size, lower power consumption, and lower cost per bit. Component suppliers provide technical innovations and new product development that serve as key ingredients to helping operators meet these needs.

Our coverage

Ovum’s Component research analyses the communications market to identify the ‘real’ growth opportunities in components. It provides insight into opportunities for transceivers, ROADMs, amplifiers, and discrete transmission components in core networks where the availability of new products is often the gating item. It analyzes cost of components and equipment used in core and next-generation access including FTTx and 4G wireless. The research also identifies opportunities for component vendors in enterprise (eg. storage and local area networks).

DARYL INNISS PRACTICE LEADER

2011

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Transceiver 3Short distance

Transceiver 2Medium distance

Transceiver 1Long distance

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Optical components market Representing a $4.7 billion market on a rolling 4Q basis through 2Q10


Optical components quarterly market share report

Revenues are segmented by transceivers (long distance – mostly used in the core network, medium – mostly used in access networks, and short – mostly used in datacom), transmission discretes, amplifiers, and ROADM components.

Optical component forecast The forecast includes volumes, prices, and revenues of modules and discrete components. It represents optical components used in the network core, metro, access, and enterprise-based networks.

Market assessment and outlook for components in optical communications

Component companies in optical communications are on the verge of posting consistent profitable results. Ovum’s quarterly market share and biannual forecasts provide a comprehensive market perspective to help understand the competitive landscape and to separate fool’s gold from real opportunities. Ovum’s market intelligence includes both bottom-up and top-down analyses. Ovum interviews component and subcomponent suppliers and corroborates its findings from interviews with network equipment manufacturers and network operators. Ovum’s analysis of end market drivers, customer and competitor positioning, and emerging demand for products and technologies helps position component suppliers for success.

Availability of high bandwidth transmission line components for network core

Carriers have crowned 100Gbps as the next-generation backbone transmission rate to help them support burgeoning bandwidth demand. But the development cycle will likely be slow due to the technical challenges involved. And ramping these products in manufacturing will be monitored carefully since demand is larger

than supply. Hence availability of components for 100Gbps will be a key issue. Meanwhile, multi-year revenue opportunities exist at both 10 and 40Gbps. We will provide market data and intelligence including quarterly shipment data at 40 and 100Gbps, to help suppliers, customers, and carriers understand the market realities.

Next-generation wireless and wireline access technologies cost outlook

DSL cost per port sets the industry benchmark for competing access technologies, but as fiber is laid in access networks, a variety of other equipment in use needs to be cost competitive. And the introduction of 4G wireless provides another competing technology for some markets, on yet another cost basis. How does its cost compare to DSL and FTTx? What technology advances are needed to help drive the costs down for the different next-generation access approaches? Our research will include building the bill of materials for a series of access equipment, analyzing cost, and identifying cost-reduction approaches.

Datacenter transformations driving new optical connection demand

A host of new technologies and approaches are being introduced in

the datacenter that require analysis to uncover their long-term roles and opportunities.

A short list of important questions includes the following:

•Transition to 10Gbps appears to finally be happening. But the copper solution is also attractive. How is this market opportunity emerging?

•40Gbps Ethernet and 100Gbps Ethernet. Where are we, what’s the “right” form factor, what’s needed, and when will it all be ready?

•What are optical engines, who is developing them, and where are they being used?

2011 Coverage Areas

11COMPONENTS |

Consumer

MICHAEL PHILPOTT PRACTICE LEADER

Market context

Broadband Internet access has changed the way we live our lives, the way we communicate, and the way we consume media. The convergence of telecommunications, broadcast, and Internet markets has created a burden of choice for consumers – the choice to consume more than ever before, anywhere, anytime, and anyhow. Consequently the consumer’s behavior, needs and desires are changing, and business models have to change with them if telcos, vendors, and online service providers are to capture the value resulting from the consumer’s new demands.

Our coverage

Ovum’s Consumer practice is focused on this rapidly changing marketplace. The core of its research will be focused around the strategies for successfully monetizing online content services, integrated value-add services, and the connected home. The research will study the trends across the whole market, but with a focus on how the broadband, mobile, or integrated service provider can maximize their opportunities within that market. To achieve this we will carry out in-depth research into optimum business models, developer strategies, and consumer demand trends. In 2011 Ovum will also have a research theme on social media as it is integrated into other applications and services such as TV and video.

Consumer executive briefing

The report provides a key point summary of the research carried out by Ovum over the last six months including forecasts, latest consumer trends, market drivers, and core insights about the services provided to the connected and extended home. Ovum’s Consumer Research Digests will benefit from additional high-level conclusions and forward-looking implications.

2011

The digital consumer opportunity


Broadband service provider opportunity

Integrated services

Advertising

Extended hom

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Digital m

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2011 Coverage Areas

Content services and applications

The online content and application markets are growing rapidly. However, online and over-the-top players are starting to dominate the markets leaving little space for the broadband service provider. In order to take advantage of this potential revenue stream, service providers must continue to innovate and move quickly as end-user trends come and go.

Ovum will publish in-depth analyst reports, player case studies, forecasts, and consumer insights reports in a number of key content areas, including:

•TV

•music

•gaming

•gambling

•e-publications.

Integrated value-added services

Much focus today is on the high-end content services. However, there are a number of opportunities around the ‘connected home’ that service providers are in a good position to exploit. Although not always the case, such services are becoming increasingly integrated to provide even greater

functionality and value to the end user. Examples of such services include:

•device security

• content backup

• integrated VoIP applications

•payments

• identity management

•personalization.

Ovum’s research will include reports and case studies of the latest developments and best-of-breed examples/market leaders. Research will also include analysis of non-telco service providers that are also developing such solutions. Consumer insight reports will include figures on consumers’ willingness to pay for such services, and service provider positioning.

Opportunities in the connected and extended home

Content and value-added services are a big part of the connected and extended home. However, there is more to the connected home than just content. The home network, CPE evolution, connected device developments & adoption, and e-services all contribute to the wider topic. Working with other research teams within Ovum and Datamonitor, the Consumer group will look to pull together all aspects of the topic with an emphasis on the B2C opportunities for service providers.

Social media

Social networking is one of the most mature and popular of all Internet applications. Its familiarity, even within the mass market, means that it is becoming an increasingly important tool within other types of media and communication. Ovum will analyze how social networking can be utilized in other applications and how players can monetize such innovation. Research will focus on case studies of leading players and the associated business models.

13CONSUMER |

Devices and Platforms

ADAM LEACH PRACTICE LEADER

Market context

Connected devices, whether mobile phones, tablets, set-top boxes, games consoles, PCs or others, form the focal point for the delivery and consumption of telecoms and Internet services, content, and applications.

However, the core value in these devices lies less and less in the physical device itself and more and more in the software platforms that run on these devices.

A number of major industry players are competing for market share in this space – including Apple, Google, Microsoft, Nokia, RIM, and Samsung – for dominance in the home and personal device markets.

Our coverage

The Devices and Platforms practice addresses the key competitive dynamics in this space by analyzing the major players and their strategies, the threats and opportunities presented to existing players, as well as future impacts. We provide player analysis, forecasts, and tracking of specific device types and platforms to help operators, device manufacturers, platform vendors, enterprises, and application developers make sense of this rapidly changing market.

Developer insights: a survey into the future of Smartphone and multiscreen applications Understanding the level of developer support among device platforms is critical to evaluate the future success of a given platform. Only the best-supported platforms will ultimately attract the best developers, including major content providers, media companies, and brands. Not all will flourish.

To obtain a comprehensive, unbiased view we survey 300 developers across a range of vertical sectors with the objective of building a deep understanding of their mobile strategy.

2011


Devices vs. platforms

MotorolaWindows Phone

RIM

Nokia

Apple

DEVICES PLATFORMS

AndroidSamsung

HTCLG

Sony Ericsson

The evolution of the smartphone market

Over the last two years smartphone sales have consistently outperformed the sales of traditional mobile phones, and during the global recession were the only part of the mobile phone market that grew at all.

Ovum will focus on mobile operators’ strategies to bring the economics of smartphones (with their ecosystem of applications and monetization through app stores) to the mass market of subscribers.

Ovum will continue to comprehensively cover the smartphone market by forecasting smartphone shipments, tracking new device capabilities, profiling the main players, and tracking changes in developer strategies.

Adjacent players: opportunities and threats for telcos

Telecoms operators face significant competition from other telcos and cable companies, but they are increasingly having to battle against disruptive competitors coming from adjacent industries, most notably online service providers and consumer electronics vendors.

These players represent a significant threat to telcos, as they often bring

disruptive business models, strong consumer branding, and existing relationships into direct competition with telcos.

We will provide regular profiles of the major adjacent players, including Google, Facebook, Apple, Microsoft, and Nokia. We will evaluate these players’ strategies and ambitions, and identify the threats they represent for telcos. But we will also examine the opportunities for partnerships with these players.

Opportunities in the connected and extended home

The range of devices which are connected is now extending far beyond home computers and mobile phones. Games consoles, tablet computers and netbooks, connected televisions and set-top boxes, plus other devices such as in-car systems – often driven by the same technologies that underlie smartphones – are increasingly connected not only to the Internet but also to each other.

We will be revisiting the concept of the connected and extended home during 2011. We will examine how the platforms and technologies deployed on these devices can both help and hinder telcos and other players in their attempts to gain control in this important space.

The opportunities and business cases for multi-screen application deployment

Managed device platforms are increasingly becoming multi-device and multi-screen platforms, crossing the traditional divide between computers and televisions, and between home-based devices and mobile devices.

We will examine the process involved in creating and developing multi-screen applications and services, from conception to deployment. In particular, we will focus on the ‘Four Ds’: devices, development, deployment, and distribution of applications, content, and services.

This multi-screen development will rely increasingly on web technologies including HTML5, Adobe Flash and other rich internet application frameworks – areas where Ovum has well-established expertise.

With a focus on specific requirements and differences among vertical markets, this work will provide valuable guidance to developers and value system players of all types seeking to prioritize development.

2011 Coverage Areas

15DEVICES AND PLATFORMS |

Emerging Markets

ANGEL DOBARDZIEV PRACTICE LEADER

Market context

Growth in the mature markets of Asia, Europe, and North America has slowed amid market saturation in many service areas. As a result, many service providers and equipment vendors continue to look at the emerging economies of Africa, Asia, Eastern Europe, the Middle East, and South and Central America for customer and revenue growth. In such geographies, large swathes of the population are either un-served, or have very basic communications services.

Our coverage

The Emerging Markets practice highlights the key product and geographic growth opportunities in the growth economies, and provides deep insight on the emerging players and markets we evaluate. In doing so, our central focus is on distilling the best practice strategies that will assist service providers and vendors to succeed and prosper in what are often unique and challenging market environments.

Mobile data in the emerging markets: a regional analysis This study examines the opportunity and the best practice service provider strategies in data, communications, and applications services in the emerging markets on a regional basis, including separate analysis of Asia, Eastern Europe, Middle East and Africa, and South and Central America.

2011

Eastern Europe, Russia and CIS Coverage anchored around Russia, Poland and Ukraine

Central and South AmericaCoverage anchored around Argentine, Brazil, Chile and Mexico

Middle East and Africa Coverage anchored around GCC countries, South Africa, Nigeria and Egypt

Emerging AsiaCoverage anchored around China, India, Malaysia, Indonesia, Thailand and Vietnam

Emerging markets coverage


Emerging market service provider strategies and business models

The focus of this research themewill be to provide deep insight into the strategy direction, challenges, execution, operations, and business models of the service providers in the emerging markets. This will be achieved through case study analysis into innovative/best practice strategies, as well as cross-player, primary research-led, in-depth analysis of key strategy topics.

Service and marketing innovation in the emerging markets

Within this theme we will drill down into the innovative services and marketing approaches in the emerging markets (e.g. content and applications); pricing innovation (e.g. dynamic pricing); channel management (e.g. SME channel strategies), and communications services for users at the bottom of the socio-economic pyramid. This research will be delivered through case studies and focused briefs.

Communications users in the emerging markets: trends and insights

The focus of this theme will be to provide analysis of the demand patterns

among consumers and enterprise customers in the emerging markets. This will include insights into hot consumer trends, changes in enterprise communications spending priorities, and analysis of SMEs in the emerging markets. The research under this theme will be delivered through in-depth studies and surveys.

Local market analysis: industry insights, challenges, and opportunities

This theme will focus on drawing deep insight from select fast-growing or innovative local markets. This will include both local market case studies, as well as cross-country analysis of select market segments (e.g. consumer broadband, enterprise mobility)

Communications technology direction and adoption in the emerging markets

Here we will assess the pace and nature of changes in technology adoption in the emerging markets by both users and service providers. Issues covered will include the adoption of WiMAX versus LTE, shifts in the mobile device mix in the emerging markets as well as adoption of IP services among emerging market enterprises. The research here will be delivered through in-depth studies and focused briefs.

2011 Coverage Areas

17EMERGING MARKETS |

Enterprise

EVAN KIRCHHEIMER PRACTICE LEADER

Market context

More than ever, enterprise communications is a market in flux: traditional suppliers face challenges ranging from new delivery models, such as cloud, to increasing competition from both new upstarts and established service providers with an IT heritage. Unified communications has evolved to include immersive video, and service providers are moving up the value chain to provide application services on top of the networks they already manage. In such a dynamic environment, how can opportunity be distinguished from threat, or indeed, threat be turned into opportunity?

Our coverage

Ovum’s Enterprise practice covers how businesses interact with each other, with their employees, and with customers. This includes managed and hosted communications services, evolving communications networks, technologies, applications, and professional services. With this as our remit, in 2011 we will focus on unified communications for B2C and business to employee (B2E) environments, service management and delivery (from formulating, selling, pricing and delivering, through to support), and convergence (including voice/data, fixed/mobile, and public/private) – all within a framework of geographic and industry-specific insight.

Global services deals analysis Over 15 leading global telcos now supply us with anonymized detailed contract information, allowing us to build twice-yearly Global Services Deals Analysis studies. Every six months we plot key contracts for major global telcos, highlight successes in multinational deals, compare and rank operators for MNC market impact, identify strategic developments and trends in verticals or geographies, map telco capabilities against MNC requirements, and identify future market trends.

2011

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Enterprise communications

Suppliers: • Vendors • Global telcos • Regional telcos • Sls

Buyers: • CIO/IT directors • Customer service directors • Telecoms directors From SME to MNC and across key industry verticals

Users: • Employees • Customers

Enterprise value proposition


Service evolution

Managed service evolution is at the heart of large telco strategies. In this theme we will focus on three key areas: managed mobility, the provision of IT as a service, and the evolution of telco professional services capabilities.

•Our managed mobility research looks at the evolving managed mobility services market. It tracks and rates the development of the major international providers’ service portfolios, their approach to service improvement, organizational changes, partnerships, and the growing roleof the systems integrators.

•While there is by no means any consensus on what IT services capabilities the major telco should have or be able to deliver, we will cover how operators can position themselves to win more deals for IT-centric services.

•Ovum will investigate the major operators’ and vendors’ professional services teams, existing professional services investments and future plans.

Vendor UC and mobility strategies

In 2011 we will turn to focus on the vendor, and in particular on mobility, social media, and video.

•Many UC and applications vendors have long-held mobility portfolios. But how are these evolving given the increasing demand for managed services, the advent of 3G, the

obsolescence of legacy fixed telephony platforms, and the changing needs of enterprises and operators?

•Ovum will cover vendor strategies for incorporating social media and video into enterprise communications. What positions will UC vendors find themselves in if and when social media turns the customer into their own service agent, and the employee into a knowledge hub? And which video-based business applications will strike a chord in the market?

Evolution of business-to-customer (B2C) communications

Ovum will examine emerging technologies which help enterprises in their quest to provide improved service, with a focus on two key areas: the impact of mobility on provision of customer service, and new personalization technologies.

An increasingly mobile customer base has translated into a requirement for companies to provide service to customers who are no longer tied to a desk phone or PC. We will cover video and MMS applications for mobile service, the impact of 4G, and mobile device strategies for customer care.

Proliferation of consumer touchpoints and strengthening networks have created a dilemma for customer-service centers that want to maintain personalized automated service. We will investigate how technology providers are developing new solutions to provide more natural, personalized conversations in a customer-service context.

Changing telco service delivery models

Ovum will focus on collaboration, software-as-a-service, and nascent federated services, extending our coverage of hosted and cloud-based services to cover a broader range of applications that fall within the scope of collaboration as a service. We will also investigate the end-user interest in and impact on telcos for federated services (business to business peering) for voice and UC applications. In particular we will focus on SaaS (software as a service) including services targeted primarily at the SME market for business productivity applications and virtual desktop.

Regional views, with a specific focus on BRIC and broader APAC dynamics

In this theme, we bring an enterprise angle to our analysis of BRIC countries. Specifically, we will profile the MNC strategies of major global telcos with respect to their ability to serve Asia-Pacific clients. With a focus on China, our mainland-based analysts will shed light on regulatory constraints, cultural barriers, the role of local partners, and the needs of both Chinese enterprises and international businesses seeking to establish a mainland presence. And finally, we will combine our enterprise mobility expertise with Ovum’s emerging markets practice analysis to explore major business mobility trends in the Asia-Pacific region, and in emerging markets such as India and Brazil, based on our understanding of both operator strategies and enterprise buyer behavior in the relevant countries.

2011 Coverage Areas

19ENTERPRISE |

Fixed Networks

Mobile Networks

Network Infrastructure

DANA COOPERSON PRACTICE LEADER

Market context

The crossroads where the telecoms industry stands is crowded with players unsure of which direction to take. Networks and partner ecosystems are evolving to support the massive changes in the ways people and organizations communicate. Because the exact timing and character of industry evolution is unknowable, infrastructure flexibility is critical.

Our coverage

The Network Infrastructure practice provides vendor, financial, and network operator customers with a comprehensive view of the trends – including architecture, technology, and product evolution; shifts in buyer requirements; and spending shifts – that affect critical business strategies as networks evolve to support operators’ twin goals of cost reduction and new revenue growth. Our experienced team builds on a data foundation compiled over almost two decades. We offer solid research and logical analysis to provide customers with critical guidance so they can step away from the crossroads confident that they’re headed in the right direction.

Quarterly market share reports This report gathers and analyzes revenue and trend information from more than 30 infrastructure system vendors. We step beyond the numbers to provide customers with insight based on in-depth analysis of competitive and market trends by segment and region/country.

2011

Networks and the powerful forces reshaping the telecoms landscape


Diverse customer needs and

expecations Regularatory obligations

Disruptive competitors

Disruptive customers

New service requirements

Industry structural change

Macroeconomic volatility

Disruptive technology

Investment environment

Networks as cost-reduction enablers: improving network efficiency

Telecoms service providers have had a difficult time growing revenues and profits due to competitive pressures and the growing costs associated with explosive traffic growth. As a consequence, network operators have rightly looked to networks to be more efficient in terms of cost per bit per kilometre in the core and cost per subscriber at the edge. New technologies such as 40G and 100G, coherent detection, and electronic dispersion compensation make optical and packet networks more efficient as they improve scalability, while new PON- and DSL-based technologies and WiMAX and LTE do the same for fixed and mobile broadband, respectively. The expanding role of IP, Ethernet, MPLS, and control planes coupled with software-configurable and programmable capabilities in fixed and mobile networks improve operators’ flexibility while maintaining carrier-class manageability and lowering operations costs. Optical switching and OTN (optical transport networking) add further flexibility and manageability in the network. New flat network architectures and underlying technologies will further help operators lower network power consumption, leading to greener, less costly operations.

Ovum will address the theme of networks as enablers of cost reduction through regular reports on technology trends, vendor strategies, and opportunity analyses that focus on the above network topics.

Networks as new services enablers: supporting new revenue generation

While new network technologies have been used to lower the cost of communicating even as bandwidth has grown, the network’s role as a platform to support and enable new services and business models is just starting to be discussed. The network’s role is expanding beyond simply providing scalable bandwidth and connectivity over a wide range of media to collecting, storing, managing, and acting on crucial information on users’ devices, locations, preferences, and privileges. This network-based intelligence should be usable by network operators to enhance users’ communications experiences, and their own financial rewards for providing a superior experience.

Ovum will explore the network’s rolein enhancing operators’ top lines through mobile and fixed network opportunity analyses, including carrier Ethernet services analysis and forecasts; enterprise vertical market private and managed network research; infrastructure as a service (IaaS) research; and subscriber management research.

Networks as enablers of globalization: supporting emerging vs. developed markets

Over the past 5–10 years there has been a dramatic shift in the size and growth of network infrastructure equipment markets around the world. Some emerging markets, including India and China, have rapidly grown their use of newer technologies such as HSPA+, PON, ROADM, and 40G, while spending in traditionally higher-growth, developed markets in North America or Western Europe has cooled down for a host of reasons. Western European markets, for example, have been slow to adopt PON- and ROADM-based WDM networks due to unclear or unfavorable regulatory regimes and the willingness to wait for a next generation of even more flexible network elements, respectively. Mobile networks, meanwhile, from the RAN through backhaul and the core, show regional and country variations based on a combination of demographic, geography, GDP, 2G/3G penetration, protectionism, and other factors. These differences in growth rates and technology preferences create volatile market dynamics.

Ovum will analyze the shift of network equipment procurements and deployments to emerging markets and the impact this shift has on buyer behaviour, product requirements, and infrastructure vendor competitive dynamics. We pay particular attention to comparing and contrasting country markets within Asia-Pacific and subregions within EMEA and how a vendor’s strengths and weaknesses in one region or country might affect its ability to compete in another region or country.

2011 Coverage Areas

21NETWORK INFRASTRUCTURE |

Policy and Regulation

MATTHEW HOWETT LEAD ANALYST

Market context

The development of regulation shapes the future of the marketplace. As regulators intervene in markets, they advantage or disadvantage specific players and change market dynamics. In addition, as they set rates for interconnection, local loop unbundling and other forms of network access, they directly impact operator revenues. Understanding current developments and future directions in regulation is critical for success in today’s market.

Our coverage

Ovum’s Regulation research provides you with a deep understanding of the impact of regulatory issues that shape the future of the telecoms marketplace and the effect these have on strategies and revenues. Our regulation research and analysis team has a global track record of providing policy and regulatory advice in telecommunications. Our experts follow the world’s key market regulatory developments and assess their relevance at a regional and local level. We undertake quarterly benchmarking, country profiling, and cross country regulatory analysis.

Global interconnect benchmarks Ovum’s tried and tested interconnect benchmarking model and methodology are internationally accepted and provide you with the most authoritative comparison and analysis of interconnect charges in the industry. Our quarterly benchmarks cover fixed origination, fixed termination, mobile termination, local loop unbundling, shared access, and a retail/wholesale comparison for Europe, the Americas, Asia-Pacific and Middle East & Africa. Raw interconnect charge data is also provided to enable you to make your own calculations, as well as substantial historical trend analysis. Data is presented in easy-to-use charts and Excel spreadsheets. Regulatory scorecard From 2011, Ovum will develop an annual regulatory scorecard to benchmark the telecoms regulatory framework in a number of ‘best practice’ countries around the world to compare the cost and effectiveness of regulatory activity. It will be produced in consultation with NRAs and telecoms operators and compare the institutional and legislative environment affecting the sector as well as the application of regulation by NRAs in key wholesale access and retail markets.

2011


Next-generation access (NGA)

NGA continues to dominate regulatory debate as significant investments are being made by the public and private sectors. How to incentivize investment is still a challenge for many governments looking to bring broadband to all of the population. One of the key challenges facing NRAs is how to strike the appropriate balance between creating competition and supporting investment. Determining how access will be granted to alternative operators and on what basis is central to this.

We will look at how the migration from copper to fiber is being managed, what access obligations are being imposed, and what regulated pricing exists. Working collaboratively with other practice areas we will also address the role of government in facilitating and financing rollout.

Spectrum policy

Spectrum is a finite resource which must be allocated and managed appropriately. Significant amounts of spectrum will become available over the next 12 months as operators look to launch next-generation mobile networks. How regulators award this spectrum and what obligations they place on license holders are key regulatory issues.

Our analysis will focus on where and how regulators are making spectrum available. A particular focus will be on the award of the digital dividend and the 2.6GHz bands which are most likely to be jointly utilized for deploying mobile broadband. Through developing an internal database of spectrum awards benchmarks can be made based on the type of award, and by using population data we can make comparisons between countries and regions.

Regulating for tomorrow

Introducing rules to ensure net neutrality, tackling illegal peer-to-peer file sharing and extending the scope of the universal service obligation to include more than functional internet access are all topics which have made the headlines recently. Working out the details remains the challenge and some difficult decisions need to be taken in the very near future. Regulators will need to take a new approach to tackle the regulatory challenges of tomorrow.

Our analysis will focus on how regulators are approaching these issues by comparing country case studies from around the world. Analyzing the implementation of regulatory frameworks will be central to this. How regulators engage with stakeholders and the effectiveness of regulatory activity will also be explored through a regulatory scorecard we will develop over the course of the year.

Interconnect

For many operators interconnect has traditionally accounted for a sizeable proportion of revenues. However, the use of standardized costing methodologies looks set to exacerbate the already downward trend in mobile termination rates, and some NRAs will be considering what alternative charging principles could be used once rates fall to fixed call termination levels.

Our core tracking of interconnect will be through our quarterly interconnect benchmarking. We will add new countries and regions over the course of the year to ensure a robust set of data exists from which international comparisons can be made.

Aside from the actual charges, we will also look in depth at how the rates were determined by the NRA and steps that are being taken to reduce and harmonize termination rates between countries. We will also focus on what future charging principles such as bill and keep might look like once the current regimes expires.

2011 Coverage Areas

23POLICY AND REGULATION |

Telco Operations

CLARE MCCARTHY LEAD ANALYST

Market context

The telco business has changed dramatically over the last five years. Previously technology reigned supreme, but now the customer is the focus of all activities. With cheap credit and debt no longer available, telcos need realistic business cases to justify heavily scrutinized investment decisions. This has called for a comprehensive review of how telcos operate and requires the consolidation and rationalization of people, platforms, and processes. The resulting lean and cost efficient infrastructure should help fixed, mobile, and integrated operators respond more quickly to market and customer demands.

Our coverage

Many tier-1 operators in mature markets are addressing these issues, but it is likely to be a work in progress for most telcos over the next 10 years. The Telco Operations practice reviews telcos’ operational and transformation strategies and how these strategies are implemented internally. We identify the current challenges and areas of business pain, the future business objectives and activities required to achieve those objectives.

Telco customer service insights We will survey operators about their customer care operations and evaluate their responses to customers contacting them for support, changes in service, or information.

2011

Traditional telco metrics Balanced scorecards

Financial metrics - capex related

Operational data - calls & lines

5 year business plan

Product profitability

Network efficiency

Share price & generation of shareholder value

Greater weighting on: Customer satisfaction

Flexibility of business

Time to market

Sustainability

Change in emphasis for the telcobusiness metrics


Today’s telco metrics

• Process efficiency - increased RFT & reduced cycle time

• Business models - measuring integration & automation

• Lifetime value of customer

• Integrated operational efficiency

Transformation and operational strategy review

The economic and competitive pressure on telcos means that they must review their operating model, and how they respond and deliver to customers. Next-generation network programs have been under way for some time, but implementing the NGN or NGA strategy and addressing the impact this has on the company structure, platforms, and business processes are all linked decisions.

We will continue to look at how telcos are responding to these requirements, as well as responding to the demands of the cloud and social networks.

Customer experience

In these highly competitive times, a good customer experience is essential to keeping customers satisfied and loyal. Most customers form their opinion of the service they receive from the telcos’ front line call centers for customer service and technical support or through their direct sales outlets. However, the back-office systems, the operational and business support systems, which assure the order fulfillment, activation, billing and fault reporting processes, play an increasingly important role in delivering good service and reinforcing the customer relationship.

Telco Operations identifies the various business pain points, the areas for improvements, and the actions telcos can take to improve their customer offers and support to more satisfactory levels.

Customer centricity

Lack of customer focus is one of the root causes of failure in the customer experience. It sounds obvious, but it is only now that we see telcos revisiting their product development and management process and putting the customer at the center of process. This process can draw on the databases holding information on the customer, product, usage, pricing data and so forth, but to date, telcos have been incredibly badat organizing that data for commercial gain.

We investigate the changes telcos have made to organizing their customer data and product development processes, which in turn feed in to an overall improvement in the customer experience.

Efficiency and optimization

Getting more out of existing assets and expecting more from new assets are prerequisites for growing margins. Telcos need to grow revenues as well as manage the cost base in order to present themselves as viable ongoing concerns.

We will continue to look at activities where telcos can make a difference to both sides of the equation with research on revenue management and service assurance. For example effective revenue management activities will address billing accuracy and fraud. This will ensure that the telco receives payment for the services it provides. More timely service assurance will ensure that potential network or service faults are effectively managed out of the business before they cause problems, and more informed policy management can also improve telcos’ revenue recognition.

2011 Coverage Areas

25TELCO OPERATIONS |

Telco Strategy

JEREMY GREEN PRACTICE LEADER

Market context

Today’s telecoms operators inhabit an increasingly complex and challenging environment. They must deal with an explosion of data traffic (driven by the growth in video and multimedia applications) and with the introduction of new technologies that are intended to allow them to carry this traffic profitably. At the same time, they must integrate disparate fixed, mobile, and broadband services – both to meet enhanced customer demands and satisfy investor, internal, and operational efficiency imperatives. Moreover, they must do this in the face of a slew of new competitors, potential partners, and potentially disruptive technologies.

Our coverage

Ovum’s Telecoms Strategy Practice provides a perspective across the entire fixed, mobile, and integrated communications marketplace, offering a converged view of the future. Our remit is to provide clients with insight, across the strategic horizon, into the strategic challenges facing operators; how we see these market forces will evolve; and our advice to operators on how they should respond.

The global mobile and fixed market outlooks These reports provide Ovum’s perspective on market trends that will shape the mobile industry to 2016. They are intended as an accompaniment to our mobile and fixed forecasts, containing analysis of the drivers shaping the mobile and fixed telecoms industries – and our forecasts.

2011

Global mobile connections by technology, 2008-2015


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The future telecoms market outlook

Fixed, mobile, and integrated operators will face a myriad of demand, regulatory, and competitive challenges over the next decade. Data was supposed to be the savior, but both fixed and mobile broadband players are finding that the future threatens to bring commoditization and poor margins unless they invest and adapt. It is crucial that operators adapt to changing marketing conditions as the telecoms industry matures, or risk losing investors in increasingly uncertain financial markets.

We will continue to track the evolution of the telecoms market over the next five to 10 years. Our highly regarded forecasts will provide the quantitative perspective to our five-year outlook. Qualitative perspectives will be provided by our mobile and fixed market outlooks. We will also look at how voice and data services will develop in the longer term across fixed, mobile, and integrated operators, the resultant traffic explosion, and how operators must respond.

The role of the network operator in the future ecosystem

Our Telecoms 2020 series concluded that the telecoms ecosystem will come to be dominated by two new entities referred to as SMART players and LEAN operators. The SMART (services, management, applications, relationships, and technology) role radically extends how some device vendors and application providers today provide managed experiences based

on Internet and cloud-based services, branded devices, open operating systems, and application stores.

The agnosticism of the LEAN (low-cost enablers of agnostic networks) model relates to both applications and devices. Such players will enable devices and services of others to function, rather than supporting one platform or another. They will compete on price, performance (including coverage, capacity, and speed) and flexibility to become SMART player connectivity providers.

We will be revisiting our Telecoms 2020 research to assess how operators have responded to date, and the signposts visible today that point along the road to SMART and LEAN.

The fixed and mobile next-generation access business case

The growth of high bandwidth services demands that operators continuously invest to upgrade their networks. Yet, there is no certainty that there will be incremental revenue growth from new services to justify the investment outlay, especially in next-generation technologies such as fiber or LTE. Faced with this dilemma, operators will increasingly seek ways of minimizing the financial burden of network upgrades.

Our research will focus on the business case for next-generation fixed, mobile and converged networks. In particular, we will increase our focus on the convergent challenges of integrated

operators, especially with regards to how such operators should invest for the future. We will also look at the strategies for reducing the cost of network deployment and operation, such as network sharing and open access. This could ultimately generate interest in the ‘Neutral Host’ model for telecoms access. To what extent this will succeed is the big unknown.

Assessing operator responses to maturing markets

In rapidly maturing markets, the threat of commoditization is ever-present. Therefore, differentiation is a key strategic and tactical challenge for fixed, mobile, and integrated operators. Nevertheless, clear differences exist in how operators can create, position, and promote services to different audiences – with consequent variations in the results achieved. Two important success factors are bundling and convergent strategies. But merger and acquisition activity, partnerships, and joint ventures will also be crucial to generate scale and, in theory, efficiencies. Finally the optimization of innovation in the service portfolio is growing in importance.

Our research will focus on how operators should respond to the disruptive trends that are forcing them to decide their future role in the telecoms industry. We will be analyzing individual telcos’ competitive differentiation, positioning, and corporate performance to assess how well they have met their challenges, as well as how they are faring against their competitors.

2011 Coverage Areas

27TELCO STRATEGY |

Wholesale

DAVID JAMES LEAD ANALYST

Market context

Telecoms service providers can no longer satisfy all of their customers’ needs themselves without relying on wholesale services bought from other service providers. Buying services wholesale can decrease time to market, transform capital costs into operational costs and take advantage of other players’ experience and expertise The wholesale market has become an essential part of the telecoms landscape, with an increasing range of services being available in an ever more complex value web. By offering wholesale services, players can earn revenues from competitors, increase the market for their services, raise the utilization of their infrastructure thereby reducing unit costs, and enable other players to enter otherwise unreachable market segments.

Our coverage

While telecoms service providers across the globe now accept that providing services on a wholesale basis can be a valuable channel to market, in the face of increasing competition in the wholesale market they need to understand how to differentiate themselves from their competitors. Ovum’s wholesale research and analysis helps players understand and respond to their competitors’ strategies, their customers’ changing needs, and the changing market for wholesale services.

European wholesale market share Since 2005 we have analyzed the results of the major players in the European wholesale market to report on the changing size of the market, and to estimate their shares of the national, international wholesale markets for voice and non-voice services.

Wholesale customer survey We have undertaken a biennial qualitative survey of wholesaler customers since 2003. In this report we analyze and report on the changing needs of wholesale customers and the degree to which they believe that their suppliers meet those needs.

2011

m,

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France Telecom

BT

2009 European wholesale market share


Identifying and targeting wholesale customer segments

The number and variety of intermediaries wishing to buy wholesale services has increased dramatically over the last decade as wholesale markets have developed. These wholesale customers differ significantly in the services they buy, the criteria they use to select wholesale providers, and how they do business with wholesaler service providers. Wholesalers must understand and respond to these differences if they are to win and retain different customer segments’ business.

During 2011 we will examine the differing needs of traditional and emerging wholesale customer segments, such as resellers, content owners, and the increasing number of non-telco brands that must bundle telecoms services to serve their existing customers. We also plan to continue our research into the criteria wholesalers use to segment their customers, and the effectiveness of that segmentation.

Value-added wholesale services

Wholesale is no longer limited to the sale of long-distance capacity and voice minutes to intermediaries. Wholesalers are moving up the value chain to offer increasingly sophisticated service bundles, tailored to particular

customers’ needs. There is a trend towards offering more and more services from the cloud, where they are hosted in or around the periphery of the network, which plays to many infrastructure-based wholesalers’ strengths. Now almost any telecoms service that is sold to retail customers is available on a wholesale basis. However, selling a value-added retail service to wholesale customers entails more than simply relabeling it as a wholesale service.

Our research on this theme will explore the wholesale market for a range of existing and proposed retail value-added services. We will investigate the process of transforming retail services for the wholesale channel, and the targeting of value-added services for particular wholesale customer niches.

Developing wholesale business models

Players in the wholesale market are following a variety of different business models. Some carriers have integrated their domestic and international wholesale businesses; others keep them separate. Some wholesalers have decided to limit their portfolios to commodity services (such as voice, transit and bandwidth); others offer broad portfolios of increasingly complex services and service bundles.

In 2011, we will analyze the different business models being followed in the wholesale market

and assess the effectiveness of these business models for players in the industry. We will research the factors that influence wholesalers’ choice of business model and the effectiveness of these business models in achieving their aims.

The future of wholesale voice

Although wholesale voice traffic volumes are continuing to grow, the nature of that voice traffic is changing. Mobile-originated traffic is growing faster than fixed-originated, which is actually beginning to decline in some markets. However, competition (particularly from VoIP) and regulatory pressure to cut termination rates are combining to cut voice revenues and margins. An increasing number of telecoms service providers will turn to specialists to carry their voice traffic so they can benefit from their larger economies of scale and lower costs.

We plan to analyze when and where wholesale price declines will end and research the ongoing consolidation of the international wholesale voice market. We will examine the long-term impact of disruptive players and innovative platforms, such as Skype and Google. We will investigate the potential market for value-added wholesale voice services, including conferencing, network-based recording, and transcription services.

2011 Coverage Areas

29WHOLESALE |

Research portfolio

INFORMATION TYPES

REPORTS

Analyst opinionShort event-, news- or trend-driven premium analysis from our global analyst team

Benchmark reports

Assessments of operator and vendor strengths relative to their peer group and competitors

Market reports

Ongoing strategic analysis of evolving trends in wholesale, enterprise, consumer, emerging and mature markets, networking, devices, regulation, and components. Market reports include competitor analyses; countryandmarketprofiles;markettrend/share/forecastreports;operatorstrategyanalysesandprofiles;andarangeofregulatoryreports(e.g. interconnect analyses and unbundled local loop analyses)

Market segment profiles

Deep dives on optical networking segments, for example metro WDM, DWDM backbone, aggregation and bandwidth management, plus application segments including carrier Ethernet and converged packet optical (CPO)

Research briefsShort reports and articles analysing market events, industry trends and vendor news

Case studiesAnalyses of service providers’ activities and progress in improving operations, processes and systems to compete in the market

SurveysSurveys and analysis of service providers and equipment vendors (as customers), and consumer & enterprise end users

TrackersRegularly updated tracking of new service, product and competitive trends in key telecoms market segments

Vendor profilesIn-depth examinations of leading vendors and innovators’ marketing, product, service and technology strategies

Vendor contracts database

Ovum’s database of vendor contracts for telecoms product categories including access, data networking, IP infrastructure, IPTV, managed network services, optical networking, outside plant, software, switches, VoD, voice-over-cable, VoIP and wireless

2011


INFORMATION TYPES

INTERACTIVEMODELS

Market share reporting

Quarterly market share reporting on the broadband access (DSL, CMTS,

FTTx), optical components, optical networks, switching & routing, and

vendor services markets.

Quarterly industry results tracking

Quarterly tracking ofoperatorfinancials,contractsanddeals,including

publication of contracts and deals database updates, PowerPoint

presentationsonoperatorfinancialhealth,andspreadsheetsonoperator

revenues and capex. Also includes quarterly shipments of Open Mobile

Alliancefirmwareandsoftware,andaquarterlyequipmentvendorupdate

reviewingtrendsinfixednetwork equipment spending.

Forecasts

Five-year annual forecasts delivered in Excel spreadsheet format, many

accompanied by written analysis of global, regional and country markets:

•Broadband content: digital television, digital music, gaming, and gambling

•Consumer FTTx, cable modem, VoIP

•Contact centre: CRM agent desktop applications

•Contact center: IVR and speech self-selected solutions technologies

•Contact center: workforce optimization technologies

•Enterprise Ethernet services

•Enterprise mobility and remote access

•Enterprise VPN, managed and hosted voice, and conferencing

•Fixed voice and fixed Internet services

•Mobile broadband users and revenues

•Mobile connections, voice and data, with technology splits

•Mobile handsets, smartphones, and tablet devices

•Mobile virtual network operator (MVNO)

•Optical networking, switching/routing, broadband access equipment

•Operator revenue and capex

•Parallel optics

•SIP trunking

•WAN, datacom, and FTTx optical components

•Wholesale broadband internet access

•Wholesale managed data services

•Wholesale voice traffic and revenues

•Wireless backhaul traffic, service revenue, and equipment revenue

•Wireless messaging

For a detailed Forecast Schedule for 2011, please contact us at

[email protected]

31RESEARCH PORTFOLIO |

Key benefits2011

CORE EXPERTISE DECISION MAKERS KEY BUSINESS TASKSKNOWLEDGE CENTER

TOOLSBENEFIT/ROI

Corporate and Strategic Planning

•Board Members

•Executive Management Committee

•Strategic Planners

•Annual and five-year planning

• Identify merger and acquisition targets

•Understand market dynamics and needs

•Size, prioritise and target market opportunities

•Market reports

•Vendor Matrix

•Forecasting reports /interactive models

•Market share reports

•Market segment profiles

•Financial deals tracker

Make more effective strategic and business decisions, faster

New Product Development and Commercialisation

•Research and Development Director

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• Identify required features and function sets

•Establish ROI justification

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•Establish cost and timing of market entry

•Market reports

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•Customer surveys

Accelerate delivery of profitable revenue streams

Customer Tracking

•Marketing Manager

•Brand Manager

• Identify business drivers and needs

•Target pain points

•Establish minimum acceptance criteria

•Understand adoption criteria

•Customer surveys

•Forecasting reports / interactive models

Enhance customer proposition and improve customer targeting

Competitor Tracking

•Chief Information Director

•Market Research

• Identify competitors’ sales, product, messaging and channel strategy

•Understand strengths and weaknesses

•Understand the perception of competitors

•Market reports

•Benchmark reports

•Profiles and case studies

•Analyst opinion

•Research briefs

Maintain or obtain competitive advantage

| KEY BENEFITS32

Global Telecoms Analyzer

One interface. Easy comparison. Quick analysis.Size and segment the global telecomes market with the Global Telecoms Analyzer. A NEW interactive database providing access to Ovum’s entire telecoms forecast portfolio, all in one place.

How can it benefit you?

In one click you have access to over 20,000 individual telecoms forecasts. This allows you to easily unlock key market trends, quickly compare data across 50 countries, drill down into a single segment, or build a custom view combining different forecasts.

Nearly 2,000 individual product categories are included, spanning these major telecom segments:

•Mobile voice, data, and broadband

•Fixed (wireline) services

•Consumer voice, broadband, digital music, and telco TV

•Enterprise Ethernet, IP VPN, mobility, and managed services

•Wholesale voice, access, and managed services

•Mobile devices (handsets and smartphones)

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•Optical components for WAN, datacom, and FTTx applications

This NEW premium tool also provides custom charting capability and downloads to Excel, Word and PowerPoint formats. Contact [email protected] to start using now.

33GLOBAL TELECOMS ANALYZER |

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35KNOWLEDGE CENTER |

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37CONSULTING |

Consulting

FAST SMART ACCURATEOvum has access to intellectual capital and primary research resources unmatched by traditional consulting firms. Choosing Ovum will give you a clear head start.

With decades of experience in the telecoms industry, our over 70 analysts are resolutely independent and work under an Independence Charter that governs all projects and research across the firm.

Objective opinion leadership is a mainstay of what you’ll get from Ovum Consulting. However, our opinions will always be based on robust research, enabling us to deliver fact-based and pragmatic solutions to our clients.

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Telecoms Research Agenda 2011

Documents

Transcript of Telecoms Research Agenda 2011