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Telecom Managed Services Webinar



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  • Warily optimistic – macro economy is getting better, but challenges abound
  • Slide looks negative, but instead depicts that both carriers and vendors are in a challenging place right now 2009 2008Ericsson 27% 23%ALU 23% 19.6%NSN 45%OTT phenomenon a primary driver for this
  • Whereas network operators could afford to maintain their own networks, it is increasingly less attractive to bear the cost of honing and then retaining the myriad of capabilities required to maintain networksMigrations – can mean so much it’s a webinar series in itselfM&A – consolidation places a lot of pressure on operators to merge and manage their assets
  • Talked a little about it already, but basically these businesses have become too complex to run by themselves in many cases. Far from an indictment of management of these companies, it is a statement about the number of issues they deal with.Emerging market – often don’t have the skill set and/or experience at their disposalMature market – dynamics of running a network and providing services has changed a lot in a relatively short timBusiness issues – how to monetize assets, deal with over the tops, manage churn, manage their assets in situations where most operators now consist of a series of acquired networksTechnology Issues – the oft-discussed need to take advantage of IP, when there are many ways to skin the catAll while… needing to cut OpEx out of every variable in the equation
  • Ericsson: benefits from is heritage as WI hegemon; admittedly not nearly as strong in fixed line dealsALU: major initiative for Lucent pre-merger; continued momentum post-merger, and exhibits strength across all parts of the fixed and mobile network; carrier and large enterpriseNSN: Its recent success with services as well known as its struggles with equipment
  • More salient challenges from the vendor perspective is in this slide. As vendors seek to assert themselves at more points in the value chain, they need to build skills that they don’t have – leads in to the co-opetition concept. While direct competition between an ALU and IBM is limited, ALU – and its peers – would definitely like to capture more of that software and integration type revenue, especially in the areas of OSS/BSS and SDP.Then there’s the known unknown problem they know challenges are going to arise – things like addressing the Cloud – that are going to crop up that they aren’t ready to handle right now… have to craft stories and solutions – and then try to move their customers in the direction even while they don’t have a complete idea of what needs to be done – and even where they might have clear ideas in mind, it is often difficult to get carriers to move
  • Goal is to position managed and professional services as a tool for growth and competition. Sure.. But how does a vendor do this?Sustainability – ALU and NSN both have branded Green services initiativesPackaged offerings – Highlighting specific capabilities Moto’s Optimization Services HP’s transformation services
  • Purposely vague, because while there is a relatively simple answer - the number of permutations are perhaps limitless.
  • So, when we’re stacking vendor offerings against each other, what do we look for
  • Specific examples of problem solvingAnimation for Supply Chain Mgmt.Optimization – perf and provisioning includes stuff like BTS load balancing, optical parameters, etc.
  • Different asset classes managed by disparate systems. Procurement uses ERP to manage purchasesOSS applications manage active network deployment – but not necessarily spares. Decommissioned assets simply get deleted from OSS with no effort to recover value or repurpose.Finance has little or no visibility into OSS/deployment of assets – result is most reordering must be expeditedManaged services engagement suffer from to these systemic barriersLack of visibility across operational silosMissed opportunities to reuse/repurpose assetsUndervaluation of surplus equipment
  • To be success with managed servers, one must overcomeDecentralized dataDifficult to compileIsolated decision making
  • Given our experience implementing Reuse Optimization strategies with OEMs and carriers, we’ve learned that visibility to assets (active, spare, and excess/overstocks, and in the secondary market) is absolutely essential. There’s no opportunity to repurpose equipment without knowing where it is and what condition it is in. For the sake of time, I’m not going to get into each of these points – you can read them for yourselves.Visibility is critical to efficiently managing all assets and gaining transparency to all of the disparate equipment that you, as the multi-vendor services provider, have SLA responsibility for servicing.
  • Direct attention to the bottom of the circle
  • The effect is that this approach reduces what goes into the waste stream. This can be a key differentiator as a multi-vendor services provider. Whereas most MV service providers tout their size and years in the business, this approach positions you as an innovator – responsive to client and consumer attitudes toward “green” initiatives.
  • This slide illustrates how “green” thinking manifests itself in terms of logistics, energy consumption, and government mandates. This is a practice that is sustainable as well as profitable. It’s just good business, both economically and ecologically.


  • 1. Gaining the Competitive Edge in Telecom Managed Services
    Jason Marcheck |Director of Custom Research | Current Analysis
    Ed Mitchell | Chief Technology Officer | Trade Wings
    May 18, 2010
  • 2. Agenda
    Market & Vendor Services Overview
    Driving Differentiation
    The Managed Services Dilemma
    Visibility and Asset Intelligence
    Extending Product Lifecycles
    Sustainability and Ecology Management
    Question & Answer Session
  • 3. The Telecom Market Today
  • 4. Impact on Carriers and Vendors
    Network Operators
    Struggling against becoming the “dumb pipe”
    Networks filling up
    Revenue per bit falling
    Relying on professional & managed services like never before
    Struggling against supplying commodity boxes
    Needing to diversify revenue sources
    Racing to provide managed & professional services like never before
  • 5. Vendor Services Overview
  • 6. The Rise of Vendor Services
    Always Been There…to an extent
    Technical support
    Increased complexity necessitates more skills; more services
    Technology migrations
    M&A/asset management
    More services makes outsourcing convenient and/or efficient
  • 7. Benefits to Operators
    Fills Knowledge Gaps
    Business Issues
    Technology Issues
    Increased Efficiency
    OpEx reduction at every turn
  • 8. Multi-Vendor Services Leaders
    Ericsson: Market Leader
    Sprint, et. al.
    ALU: Known Strength
    Lucent heritage
    NSN: Surging
    Driver for Q1-10 Growth
  • 9.
  • 10. Capabilities vs. Gaps
    Vendors building skills “in-flight”
    “Co-opetition” with IT integrators
    Known unknown conundrum
    Even 800 lb gorillas can’t move mountains
  • 11. Driving
  • 12. What Differentiates?
    Traditional measures:
    Number of people in places
    Number of distributed NOCs
    True enough, but… yawn!
    Recent concepts
    Packaged offerings
  • 13. What Differentiates?
    At the end of the day:
    Solving problems…
    …Lots of Different
  • 14. What Current Analysis Thinks
    Range of capabilities
    Packaged offerings
    Partner ecosystem
  • 15. What Current Analysis Sees
    Network Equipment
    Performance & Provisioning
    Supply Chain & Inventory
    Services (QoE)
    Provisioning & Activation
    SLA enforcement
    Business Process
    Front Office
    Back Office
    Network Equipment
    Business Process
    Use of Analytics
  • 16. The Managed Services Dilemma
    “Now that you’re responsible for servicing another company’s equipment, how are you going to maximize the value – and use – of assets to your clients’ satisfaction and at the lowest cost to you?”
  • 17. Visibility into Asset Classes
    Client Spares
    Open Market
    Repair Centers
  • 18. Challenge Conventional Thinking
    Asset Intelligence
    • Reduce material costs through increased reuse
    • 19. Maximum value recovery for resalable material
    • 20. Minimize environmental impact
  • Visibility and Asset Intelligence
    More efficient approach to managing multi-vendor service contracts
    Greater control over all assets
    Ability to reduce material leaks and protect intellectual property on the global secondary market
    Opportunity to increase compliance with existing and emerging regulations related to the environmental impact of material disposal
    Control costs associated with network management
    Recover value from decommissioned assets relative to network upgrades
    Improve management of excess inventories and access to secondary market
    Leverage just-in-time inventory management practices for reducing stranded assets and lowering capital to revenue ratios
  • 21. The Typical Product Lifecycle
    Some Resale
    Majority Scrapped
    Service Provisioning
    Maintenance & Repair
  • 22. Extended Product Lifecycles
    Save to Spares
    Service Provisioning
    Maintenance & Repair
  • 23. Sustainability & Ecology Management
    Desire to be environmentally-conscious is pushing business relationships in a new direction.
    There’s significant value in helping clients be ‘greener’
    Few environmental positives associated with millions of assets sitting idly in a large warehouse consuming energy, shipped without a plan from one location to the next, melted down or worse.
    For those in a position to make the highest and best use of their network equipment, environmental stewardship represents an opportunity – at little upfront cost – to:
    Improve cash flow
    Market share
    Streamline regulatory compliance
  • 24. Sustainability & Ecology Management
    Transportation Events
    Use visibility into asset inventories to dictate movement of assets from one location to the next based on fuel consumption and carbon emissions.
    Waste Streams
    Identify excess stocks and then resell them on the secondary market to reduce the flow of material to recyclers.
    Knowing where surplus assets can be used contributes to a measurable savings in storage and other physical plant costs.
    Regulatory Compliance
    Mandates governing the disposal of equipment are on the rise, visibility can prove to be a mitigating factor in the level of ‘cradle-to-grave’ accountability required to assure compliance.
  • 25. Thank You
    Jason Marcheck
    Director of Custom Research | Current Analysis
    Ed Mitchell
    Chief Technology Officer | Trade Wings