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ZTE Corporation Award Write Up


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ZTE Corporation Receives Frost & Sullivan's 2018 Global 5G Infrastructure Technology Leadership Award

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ZTE Corporation Award Write Up

  1. 1. 2018 Global 5G Infrastructure Technology Leadership Award 2018 GLOBAL 5G INFRASTRUCTURE TECHNOLOGY LEADERSHIP AWARD 2018
  2. 2. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 2 “We Accelerate Growth” Contents Background and Company Performance ........................................................................3 Industry Challenges..............................................................................................3 Technology Leverage and Business Impact ..............................................................5 Conclusion.........................................................................................................10 Significance of Technology Leadership ........................................................................11 Understanding Technology Leadership ........................................................................11 Key Benchmarking Criteria ..................................................................................12 Best Practices Award Analysis for ZTE.........................................................................12 Decision Support Scorecard .................................................................................12 Technology Leverage ..........................................................................................13 Business Impact.................................................................................................13 Decision Support Matrix ......................................................................................14 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices .................................................................................................................15 The Intersection between 360-Degree Research and Best Practices Awards.....................16 Research Methodology ........................................................................................16 About Frost & Sullivan ..............................................................................................16
  3. 3. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 3 “We Accelerate Growth” Background and Company Performance Industry Challenges 5G Overview 5G represents a fundamental shift in communication network architectures that will accelerate future revenue generation through innovative services facilitated via 5G- enabled smartphones, tablets, laptops, and Internet-of-Things (IoT) devices. It will deliver a potent combination of network capabilities and flexible options for network deployments, service delivery, and network management which will dramatically improve the ability of mobile network operators (MNOs) to deliver a differentiated, customized, and scalable wireless service delivery experience. 5G networks will be optimized to support various traffic profiles, including high throughput for video/streaming, low latency for voice / emergency and low energy for low-power IoT devices/sensors. Further, with 5G offering latency below 1ms and larger bandwidths, MNOs can gain an edge over fiber networks and regain competitiveness amidst declining revenues from traditional core services. Exhibit shows the key features of 5G technology. Source: Frost & Sullivan
  4. 4. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 4 “We Accelerate Growth” 5G Flexibility and Efficiency 5G will be a heterogeneous network using a wider array of spectrum bands and radio technologies including LTE-unlicensed (LTE-u), millimeter/mm wave bands and/or Wi-Fi. Given that 5G technologies are a portfolio of access and connectivity solutions, each operator must decide the unique set of technologies and network architecture to deploy in order to execute on its 5G strategy. 5G will also trigger a quicker transition to distributed, cloud native networks that will combine the principles of Network Function Virtualization (NFV), Software-Defined Networking (SDN), and Mobile Edge Computing (MEC), thereby reducing the cost to serve and improving on efficiency and profitability for MNOs. This, in turn, will result in entire industries transforming and new industries emerging as internet speeds go up and data costs come down. Economic Impact of 5G The drive for governments and industry regulators to push for faster internet speeds through 5G comes from the angle of its potential contribution towards a country’s economic growth and digital economy transformation1 . According to the World Bank, a 10% increase in internet connection speed translates into economic growth of approximately 1.3%. With 5G, today’s 4G speeds of up to 1Gbps could potentially increase to up to 100 Gbps. To date, speeds of 20–70 Gbps have already been demonstrated using pre-standard 5G and 5G specifications cover speeds of up to 20 Gbps. Therefore, countries are looking forward to the positive impact that full-fledged 5G will have on their economies. Deployment Strategy for 5G Early indications are that 5G will not entail a significant macro / base station upgrade cycle. Frost & Sullivan believes that 5G gear will be “overlaid” onto existing 4G/LTE- Advanced networks and that current macro networks will continue to be upgraded by increasing the number of antennas (4x4 and 8x8 MIMO) and via other techniques such as beam forming. This means that 5G will help carriers preserve existing investments in 4G by facilitating introduction of advanced capabilities in a phased, forward-compatible manner. 5G Challenges The key challenges in 5G are listed below. 1. Operating across multiple spectrum bands: A combination of low, mid and high bands will be used for 5G services. Mobile operators are likely to use a smaller set of spectrum to deploy 5G services before gradually expanding these to other spectrum bands. Refarming 4G spectrum for 5G services, and sharing 5G services with 4G 1 Frost & Sullivan Market Report: 5G in Asia-Pacific, Forecast to 2022
  5. 5. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 5 “We Accelerate Growth” service could pose technical challenges. For example, 4G deployments could use frequency division duplexing (FDD), as is the case in Europe, while 5G technologies could use time division duplexing (TDD) as the main form of multiplexing. 2. Preparing the network core: Implementing 5G will require significant changes in the areas of network virtualization, cloud RAN and massive MIMO. In order to prepare for 5G, mobile operators must start implementing these technologies well in advance of actual 5G implementations. With more than one possible network architecture for 5G, determining the most suitable network structure is a challenge for service providers. 3. Progressive upgradation from 4G to 5G: Implementing technologies and services in a steady, on-demand manner and ensuring that a 5G like experience can be delivered through technologies that are compatible with 4G is a critical industry need. Therefore, Pre5G technologies that will co-exist with 4G and provide a way-forward to standalone and dedicated 5G technologies are essential to help mobile operators upgrade in a technologically and economically sustainable manner to 5G. The Pre5G network architecture should be 5G-ready, allowing mobile operators to upgrade Pre5G technologies to 5G in an efficient manner by using software upgrades. 4. Ensuring data interoperability: 5G New Radio (NR) technologies can deliver mobile broadband experiences such as high definition video communication, augmented reality (AR) and virtual reality (VR); and low-latency services for emerging IoT applications such as autonomous vehicles and drones. During the 5G development and trial phase, it is important to achieve successful data interoperability between 5G network and user element (UE) equipment and verify the key technologies needed for commercial deployments of 5G NR technologies at scale. Adopting an ecosystem- centric approach, and ensuring 5G interoperability testing based on 3GPP Release (abbreviated as Rel) 15 specifications is a critical industry need. 5. Establishing 5G business models: Establishing effective 5G business models that can address the diverse range of 5G use cases, including low cost and high performance implementations is an industry challenge. Building an application ecosystem, preparing the network infrastructure, and establishing strategic partnerships are essential to helping develop sustainable business models for 5G services. Over-investing in 5G building blocks, including wide area and small-cell networks, spectrum, backhaul and front haul, and distributed cloud solutions can restrict the ability of operators to deliver value to customers. And, under-investment in these assets can prove to be a competitive disadvantage by limiting service providers’ ability to scale 5G. Technology Leverage and Business Impact Company Overview ZTE Corporation is a global leader in telecommunications and information technology. Founded in 1985 and listed on both the Hong Kong and Shenzhen Stock Exchanges, the
  6. 6. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 6 “We Accelerate Growth” company has been committed to providing integrated end-to-end innovations to deliver excellence and value to consumers, carriers, businesses and public sector customers from over 160 countries around the world to enable increased connectivity and productivity. ZTE believes in technology innovation as a core value of the company, investing more than 10% of annual revenue in R&D. The company has established state-of-the-art R&D centers around the world, and employs over 30,000 research professionals in the development of next-generation technologies including 5G, the Internet of Things, NFV, SDN, Cloud Computing and Big Data. ZTE has filed applications for more than 69,000 patents, with over 30,000 granted. ZTE has been ranked among the world’s Top-3 for patent applications under the Patent Cooperation Treaty (PCT), according to the World Intellectual Property Organization. ZTE and 5G Frost & Sullivan’s research indicates that ZTE is a leading provider of 4G, Pre5G and 5G infrastructure systems, equipment and terminals. The company has established an early leadership position in 5G by offering an extensive product line and by maintaining considerable investments in 5G standardization initiatives, technology and solutions development, and network enablement. Developing and implementing the 5G core building blocks that push the limits of wireless communication is an extremely complex endeavor which requires a deep understanding of the various technical, operational, and practical/real-world parameters of short-range and long-range wireless communications. By consistently positioning itself at the forefront of 5G technology development, standardization, implementation and commercialization, ZTE has established a clear technology leadership position in 5G. The key success factors for ZTE in 5G are presented below. Key Success Factors for ZTE After extensive research, Frost & Sullivan has identified ZTE as the technology leader in 5G. The key success factors for ZTE are presented below.  Exceptional focus on technology innovation: As an early innovator in 5G, the company continues to cultivate technological capabilities and develop new product lines to seize opportunities in 5G. ZTE has recorded an annual investment of more than $300 million in core 5G development for the past two years. It currently employs more than 3,000 5G R&D experts globally which is a testament to its commitment to 5G innovation and advancement.  TDD expertise: ZTE is a leader in 4G TDD-LTE with deployments in more than 100 operator networks in 54 countries. The company has a large number of proven TDD- LTE innovative solutions. Its equipment Cloud RAN, and cloud core solutions are used by mobile operators to deliver cutting-edge 4G and Pre5G experiences in an efficient manner. For example, ZTE C-RAN architecture delivers more than 70% reduction in
  7. 7. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 7 “We Accelerate Growth” baseband units (BBU) and similar savings in operating costs over distributed RAN, or D-RAN networks. With TDD emerging as the leading multiplexing technique for 5G NR, an established expertise in TDD-LTE and Pre5G Massive MIMO provides ZTE with the right foundation for a strong position in 5G markets.  Early participation in global 5G trials: Not only does ZTE offer one of the most comprehensive 5G radio product portfolios spanning low, mid, upper-mid, high and mmWave spectrum, the company is actively engaged in some of the world’s largest 5G NR field trials verifying numerous 5G deployment scenarios and test items. Importantly, ZTE has demonstrated that its 5G NR deployments consistently exceed the threshold for speed, connection, coverage and latency as specified by the ITU, which is a notable achievement. ZTE also continues to contribute to the various standardization initiatives for 5G through an active participation of more than 70 membership seats in international organizations and forums. ZTE’s proprietary non- orthogonal multiple access scheme (NOMA) for 5G multiuser shared access (MUSA) has consistently delivered high spectral efficiency, massive connectivity, and lower latency in various field trials. MUSA enables grant-free access, which delivers vast reduction in signaling load and, hence, supports higher connection density both in mobile and IoT applications. MUSA is listed as a 5G study item which underscores its higher-grade performance.  Large Scale 5G verifications:ZTE globally works with more than 20 well-known high- end operators in 5G tests, including China Mobile, China Telecom, China Unicom,Telefonica, Orange, T-Mobile, Wind Tre (Italy), Telenet (Belgium), VEON, Velcom (Byelorussia), U-Mobile (Malaysia), KT (Korea) and Ooredoo (Qatar).To promote and verify 5G only service applications, in April 2018, ZTE, China Telecom and Baidu, completed driverless vehicle test based on the 5G network in Xiong’an New Area, Hebei province, China. It is the first driverless vehicle test performed based on 5G networks in China, which opens a door to 5G network application in the unmanned driving field and takes a big step towards the commercial use of 5G. o In 2018, ZTE continued to participate in China’s three phase 5G test to comprehensively verify 5G system solutions. As the main manufacturer of 5G national test, ZTE took the lead in completing the end to end business debugging, and completed the NSA function test with the 100% test pass rate to achieve the 1.3Gbps single user peak rate. In July of 2018, ZTE successfully completed the indoor base station and 5G core network test under 3GPP R15 3.5GHz NSA mode. In August of 2018, ZTE successfully completed the NSA 3.5 GHz field test and passed all test items once, the peak cell throughput was nearly 10Gbps. o Orange: Orange and ZTE have built the first Stand Alone mode network in Europe, with an initial network size of 10 Sites by end of Nov 2018. More sites will be built in 2019. This major milestone has been achieved just four months after the finalization of the Stand Alone standard by 3GPP. ZTE is providing E2E products
  8. 8. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 8 “We Accelerate Growth” and services, from devices to the supporting applications, going through RAN, backhaul and Core elements. In Nov, 2018, ZTE and Orange worked together to successfully accomplish Europe’s first 3GPP-based 5G first call in SA network architecture in Valencia, which lays a solid foundation for the 5G scale commercialization, and accelerate the European 5G commercial deployment and the overall industrial chain layout. o Wind Tre: The network is on air covering L 'Aquila and Prato in Italy, the project will expand to a large scale by end of 2019. Wind Tre will commercially roll out the network at around Q4 2019. o Telefonica: The Network is up and running since Q1 2019, covering the city of Madrid/Alcobendas in Spain. o Hi3A and Telenet: Network on going. ZTE is the exclusive vendor both projects.  ZTE Pre5G for bridging 4G and 5G: To help mobile operators successfully navigate the migration from 4G to 5G, ZTE proposed and introduced the world’s first Pre5G TD-LTE Massive MIMO solution in 2014. Since then, ZTE has introduced several other innovations to improve the performance of its Pre5G solution. With ZTE Pre5G, mobile operators can deliver 5G-like experiences to consumers and enterprises and cope with the increased bandwidth requirements of mobile data users. The core concept of Pre5G is to implement it in 4G networks in advance of the deployment of key 5G technologies. This creates compatibility with existing 4G commercial terminals, so that users can enjoy 5G-like experience before the formal 5G commercialization. ZTE’s Pre5G also incorporates LTE-A Pro related technologies, defined by 3GPP, and is therefore a technical solution portfolio that connects 4G and 5G. Importantly, Pre5G deployments also allow ZTE to determine the performance of core Pre5G technologies, such as Massive MIMO, in real-world deployment scenarios, thus providing valuable references for future commercial deployments.  Pre5G ease of upgrade to 5G: It is important to note that Pre5G can be upgraded to 5G through software upgrades and by reusing existing Pre5G infrastructure components. By deploying a centralized, cloud computing based architecture through its Cloud RAN and Cloud ServCore platforms to deliver 5G, ZTE supports a smooth evolution to 5G for its Pre5G customers. Frost & Sullivan believes that with ZTE’s Pre5G, mobile operators can achieve the optimal balance between time to market, cost-efficiency, and network performance, thus, maintaining a competitive edge in the mobile broadband market.  Product completeness and operator validation: ZTE currently offers both TDD as well as FDD Massive MIMO Pre5G products and is the first provider to offer both these technologies globally. As the first vendor to introduce the Pre5G concept, ZTE has achieved early commercial success with Pre5G through more than 110 deployments in over 60 countries. No other vendor has achieved a similar level of success with their
  9. 9. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 9 “We Accelerate Growth” Pre5G initiatives. Adoption of Pre5G by leading global operators such as Telefonica, Hutchison, VEON, Telenor, SingTel, China Mobile, China Unicom, and China Telecom is a strong validation of the solution.  Ecosystem-centric approach: ZTE is also actively promoting an ecosystem-centric approach in helping develop 5G standards and applications. For example, in November of 2017, China Mobile, Qualcomm and ZTE jointly demonstrated the world's first 3GPP standard compliant end-to-end 5G new air interface system interoperability data testing (IoDT) operating in 3.5GHz and supporting 100MHz bandwidth, compliant with the 3GPP Release-15 5G New Radio layer 1 framework. Successful testing of an end- to-end 5G NR IoDT system is a key prerequisite for commercialization of 5G NR technologies and will enable ZTE to become one of the world’s first supplier of commercial 5G equipment and solutions. Other examples of ZTE’s ecosystem-centric approach include participation in the Apollo Alliance and 5G Automotive Association (5GAA) to promote intelligent driving and Internet of Vehicles. Competitive Assessment Frost & Sullivan’s research indicates that ZTE clearly understands the full spectrum of 5G requirements of mobile operators and should be strongly considered for next generation network enhancements. The key areas of ZTE’s competitive superiority are presented below.  End-to-end 5G solutions: ZTE is one of the very few companies that have successfully developed and integrated the access, edge, and core components of 5G. By continuously aligning new product enhancements to serve the emerging needs of customers, ZTE has ensured that its solutions remain the best option for mobile operators’ 5G requirements. While base station support is near-universal in the 5G infrastructure vendor landscape, support for cloud RAN and core, and MEC is not offered by many of ZTE’s competitors. ZTE Common Core is the world’s first convergent core for 2G/3G/4G/5G/Fixed access based on a complete 5G-oriented cloud native solution, and it supports both SA and NSA to provide a one-step migration to 5G core networks. Additionally, most competitors don’t offer 5G-ready UE. An end-to-end participation in the 5G service delivery framework helps ZTE fully understand the key requirements of 5G and develop solutions accordingly.  Complete 5G focus cloud infrastructure: ZTE Cloud infrastructure adopt converged and shared architecture for both openstack and kubernetes which completely match the 5G distributed cloud DC requirement, especially help operator to achieve large scale edge DC deployment with light-weight control plane and centralized edge DC full lifecycle management, what's more, the inbuilt combined acceleration engine will help operator to achieve best performance for multiple 5G services scenarios with lower cost.  E2E 5G network slicing orchestration: ZTE E2E Orchestration System is a Global Service Orchestration (GSO) which automates end-to-end (E2E) network slicing
  10. 10. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 10 “We Accelerate Growth” lifecycle management. Through its built-in Big Data and Machine Learning engine, telecom operators can achieve increased network autonomy and realize a 30% reduction in OPEX. ZTE's competitors don't announce that they have already delivered the E2E network slicing orchestration system completely based on the live environment which orchestrates the network from access to transport to core areas.  Pioneering market position with Massive MIMO: ZTE is the first vendor to implement massive MIMO, one of the key technologies in 5G, into today's 4G commercial networks. The company has gained substantial experience from the large-scale deployment of the Massive MIMO product, which is of significant strategic importance for ZTE as the Massive MIMO technology is nearly identical between 4G and 5G. Competitors cannot claim to have a similar level of experience or expertise with Massive MIMO.  Aggressive 5G roadmap: ZTE's traditional partners, such as China Mobile, have very aggressive 5G deployment plans. In order to address customer requirements, ZTE is required to develop and offer 5G products at an aggressive pace. For ZTE’s competitors, fixed wireless access (FWA) has emerged as the main 5G application, while the application requirements are significantly more diverse for ZTE. Conclusion With a complete product portfolio for 5G, a commitment to sustained innovation, and a proven track record of successfully commercializing new technologies, Frost & Sullivan believes that ZTE has significant growth potential in 5G markets. For its strong overall performance, ZTE has earned Frost & Sullivan’s 2018 Global Technology Leadership Award for 5G Infrastructure markets.
  11. 11. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 11 “We Accelerate Growth” Significance of Technology Leadership Technology-rich companies with strong commercialization strategies benefit from the increased demand for high-quality, technologically-innovative products. Those products help shape the brand, leading to a strong, differentiated market position. Understanding Technology Leadership Technology Leadership recognizes companies that lead the development and successful introduction of high-tech solutions to customers’ most pressing needs, altering the industry or business landscape in the process. These companies shape the future of technology and its uses. Ultimately, success is measured by the degree to which a technology is leveraged and the impact that technology has on growing the business.
  12. 12. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 12 “We Accelerate Growth” Key Benchmarking Criteria For the Technology Leadership Award, Frost & Sullivan analysts independently evaluated two key factors—Technology Leverage and Business Impact—according to the criteria identified below. Technology Leverage Criterion 1: Commitment to Innovation Criterion 2: Commitment to Creativity Criterion 3: Technology Incubation Criterion 4: Commercialization Success Criterion 5: Application Diversity Business Impact Criterion 1: Financial Performance Criterion 2: Customer Acquisition Criterion 3: Operational Efficiency Criterion 4: Growth Potential Criterion 5: Human Capital Best Practices Award Analysis for ZTE Decision Support Scorecard To support its evaluation of best practices across multiple business performance categories, Frost & Sullivan employs a customized Decision Support Scorecard. This tool allows our research and consulting teams to objectively analyze performance, according to the key benchmarking criteria listed in the previous section, and to assign ratings on that basis. The tool follows a 10-point scale that allows for nuances in performance evaluation. Ratings guidelines are illustrated below. RATINGS GUIDELINES The Decision Support Scorecard is organized by Technology Leverage and Business Impact (i.e., These are the overarching categories for all 10 benchmarking criteria; the definitions for each criterion are provided beneath the scorecard.). The research team confirms the veracity of this weighted scorecard through sensitivity analysis, which confirms that small changes to the ratings for a specific criterion do not lead to a significant change in the overall relative rankings of the companies.
  13. 13. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 13 “We Accelerate Growth” The results of this analysis are shown below. To remain unbiased and to protect the interests of all organizations reviewed, Frost & Sullivan chooses to refer to the other key participants as Competitor 2 and Competitor 3. Measurement of 1–10 (1 = poor; 10 = excellent) Technology Leadership Technology Leverage Business Impact Average Rating ZTE 9.5 9.0 9.3 Competitor 2 8.5 8.5 8.5 Competitor 3 8.0 8.0 8.0 Technology Leverage Criterion 1: Commitment to Innovation Requirement: Conscious, ongoing development of an organization’s culture that supports the pursuit of groundbreaking ideas through the leverage of technology Criterion 2: Commitment to Creativity Requirement: Employees rewarded for pushing the limits of form and function, by integrating the latest technologies to enhance products Criterion 3: Technology Incubation Requirement: A structured process with adequate investment to incubate new technologies developed internally or through strategic partnerships Criterion 4: Commercialization Success Requirement: A proven track record of successfully commercializing new technologies, by enabling new products and/or through licensing strategies Criterion 5: Application Diversity Requirement: The development of technologies that serve multiple products, multiple applications, and multiple user environments Business Impact Criterion 1: Financial Performance Requirement: Overall financial performance is strong in terms of revenues, revenue growth, operating margin, and other key financial metrics. Criterion 2: Customer Acquisition Requirement: Overall technology strength enables acquisition of new customers, even as it enhances retention of current customers. Criterion 3: Operational Efficiency Requirement: Staff is able to perform assigned tasks productively, quickly, and to a high- quality standard.
  14. 14. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 14 “We Accelerate Growth” Criterion 4: Growth Potential Requirements: Technology focus strengthens brand, reinforces customer loyalty, and enhances growth potential. Criterion 5: Human Capital Requirement: Company culture is characterized by a strong commitment to customer impact through technology leverage, which in turn enhances employee morale and retention, Decision Support Matrix Once all companies have been evaluated according to the Decision Support Scorecard, analysts then position the candidates on the matrix shown below, enabling them to visualize which companies are truly breakthrough and which ones are not yet operating at best-in-class levels. High Low Low High BusinessImpact Technology Leverage ZTE Competitor 2 Competitor 3
  15. 15. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 15 “We Accelerate Growth” Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Frost & Sullivan Awards follow a 10-step process to evaluate Award candidates and assess their fit with select best practice criteria. The reputation and integrity of the Awards are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify Award recipient candidates from around the globe  Conduct in-depth industry research  Identify emerging sectors  Scan multiple geographies Pipeline of candidates who potentially meet all best- practice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline  Interview thought leaders and industry practitioners  Assess candidates’ fit with best-practice criteria  Rank all candidates Matrix positioning of all candidates’ performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates  Confirm best-practice criteria  Examine eligibility of all candidates  Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles  Brainstorm ranking options  Invite multiple perspectives on candidates’ performance  Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders  Share findings  Strengthen cases for candidate eligibility  Prioritize candidates Refined list of prioritized Award candidates 6 Conduct global industry review Build consensus on Award candidates’ eligibility  Hold global team meeting to review all candidates  Pressure-test fit with criteria  Confirm inclusion of all eligible candidates Final list of eligible Award candidates, representing success stories worldwide 7 Perform quality check Develop official Award consideration materials  Perform final performance benchmarking activities  Write nominations  Perform quality review High-quality, accurate, and creative presentation of nominees’ successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice Award recipient  Review analysis with panel  Build consensus  Select recipient Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform Award recipient of Award recognition  Inspire the organization for continued success  Celebrate the recipient’s performance Announcement of Award and plan for how recipient can use the Award 10 Take strategic action Upon licensing, company is able to share Award news with stakeholders and customers  Coordinate media outreach  Design a marketing plan  Assess Award’s role in future strategic planning Widespread awareness of recipient’s Award status among investors, media personnel, and employees
  16. 16. BEST PRACTICES RESEARCH © Frost & Sullivan 2019 16 “We Accelerate Growth” The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan’s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree-view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360-degree research methodology provides an evaluation platform for benchmarking industry players and for identifying those performing at best-in-class levels. About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best-in-class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages more than 50 years of experience in partnering with Global 1000 companies, emerging businesses, and the investment community from 45 offices on six continents. To join our Growth Partnership, please visit 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS