State of the SMB Market | For IP Communications and Cloud ServicesMetaswitch
New York-based consultancy GrowthMark has recently completed a comprehensive research study
of the Small and Medium Business (SMB) market for IP Communications and Cloud Services. The
study included a survey of more than 850 SMB owners and decision makers across North America,
telephone interviews with more than 100 of the survey participants, and mystery shopping of
products from nearly 20 leading service providers.
State of the SMB Market | For IP Communications and Cloud ServicesMetaswitch
New York-based consultancy GrowthMark has recently completed a comprehensive research study
of the Small and Medium Business (SMB) market for IP Communications and Cloud Services. The
study included a survey of more than 850 SMB owners and decision makers across North America,
telephone interviews with more than 100 of the survey participants, and mystery shopping of
products from nearly 20 leading service providers.
Enabling the OTT Revolution: How Telecom Operators Can Stake Their ClaimFlorian Gröne
As over-the-top (OTT) companies like Netflix, Skype, and Google encroach on the telecom industry, operators need to find ways to counter the threat. That means leveraging their distinct assets and capabilities: their ubiquitous fixed and wireless networks, their millions of customers, and the data, logistics, and other services they can offer.
Telecom Operators’ Investment Strategies in the 4th Revenue Growth CurveAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Telecom Operators’ Investment Strategies.
This presentation includes topics such as:
Investing in the 4th Curve
The Telco Challenge: Data Pipe or Smart Pipe
STRATEGY #1: Connectivity Provider
Key digital services in Mobile
STRATEGY #2: Digital Service Provider
Telco Digital Services Opportunities
STRATEGY #3: Digital Service Enabler
Digital Service Model
4-Phase Evolution to Digital Lifestyle Services
Operators’ Investment in the 4th Curve
Future Telecoms Service Business Models
Enabling the OTT Revolution: How Telecom Operators Can Stake Their ClaimFlorian Gröne
As over-the-top (OTT) companies like Netflix, Skype, and Google encroach on the telecom industry, operators need to find ways to counter the threat. That means leveraging their distinct assets and capabilities: their ubiquitous fixed and wireless networks, their millions of customers, and the data, logistics, and other services they can offer.
Telecom Operators’ Investment Strategies in the 4th Revenue Growth CurveAli Saghaeian
Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Telecom Operators’ Investment Strategies.
This presentation includes topics such as:
Investing in the 4th Curve
The Telco Challenge: Data Pipe or Smart Pipe
STRATEGY #1: Connectivity Provider
Key digital services in Mobile
STRATEGY #2: Digital Service Provider
Telco Digital Services Opportunities
STRATEGY #3: Digital Service Enabler
Digital Service Model
4-Phase Evolution to Digital Lifestyle Services
Operators’ Investment in the 4th Curve
Future Telecoms Service Business Models
Has Cloud crossed the chasm of adoption? How can you tell? This presentation starts to explore what services are required for true adoption of Cloud (hint: last mile services for Cloud) and how Cbeyond is leading this.
Independent Review of Telecom APIs (pre-conference workshop at Telecom API Ev...Alan Quayle
Review of Telecom API market, pre-conference workshop at the Telecom API Event, 7-9 October. Covering: Home Truths, Market Situation, Why Do We Need Telecom APIs, Reality Check: AT&T, Telus, Etisalat, Telecom Italia, Telefonica, Verizon, Turkcell, Mapping the Landscape, Building the Telecom Application Developer, Landscape, The Litany of Excuses
Nemertes 2010 pilot house awards ip telephony 2 (4)jasonjking
ShoreTel was recognized as the industry leader for IP Telephony, ahead of all competitors in all categories. For the seventh consecutive year, random customers surveyed by Nemertes industry analysts, resulted in those customers rating ShoreTel the highest for Technology, Customer Service, Value and Overall.
Telecom, IT and mobility vendor performance significantly impacts the productivity and efficiency of an enterprise telecom environment and, as a result, the business. How enterprises manage these vendors, ensuring expectations and performance levels are met, is critical. This report from AOTMP’s Enterprise Telecom Environments Research Practice explores key trends influencing vendor management practices within the enterprise. The vendor types addressed include:
Services
Carriers/Operators
Equipment/Device Manufacturers
Software
Systems Integrator/VAR
18. Market Profile Highly Differentiated Service Model +Product range (eliminate multiple vendor confusion) + Local presence (local number, answered by real person) + On-net service (ability to add value and control product quality) + Regional networks (offensive & defensive advantages) =Quality, user-friendly customer experience 11
19.
20. Local network, network operations and management of all employees that “touch” the customer
21. Profit and loss managementAll OMA personnel are under one roof in the markets – next to the customer 15
64. Importance Ranking of Purchase Criteria Price is important, but four other service-related criteria rank higher. Importance Rating of Seven Purchase Criteria In Choosing a Telecom Provider (10-Point scale, 10 being extremely important.) Customers Are Demanding Service From Their Carriers The graph above depicts a statistical y valid rating by customers of Integra versus customers of its primary competitors on the importance of each purchase criteria. The results are ranked – left to right – by importance rating from non-Integra customers. These results were based on a statistically valid sample of the SME market in Integra’s geographic service area (based on zip codes that overlap Integra’s network) within the seven largest MSAs Integra serves. The results reflect the mean rating for each company. 2009 Riley Research Associates.
65. Integra Dominates in Satisfaction by Purchase Criteria Integra is the Only Telecom Provider to Exceed the Industry Average Every Category Customer Satisfaction by Purchase Criteria (10-Point Scale, 10 being the highest) Above is a graph that depicts the statistical rating by customers of each company with regard to service quality by purchase criteria, highlighting Integra versus its primary competitors. The results are listed – left to right – by the importance rating from non-Integra customers. These results were based on a statistically valid sample of the SME market in Integra’s geographic service area (based on zip codes that overlap Integra’s network) within the seven largest MSAs Integra serves. The results reflect the mean rating for each company. 2009 Riley Research Associates.
66. Integra Rates #1 in Overall Customer Satisfaction Overall Customer Satisfaction Among Major Telecom Providers in Integra’s Seven Largest Markets (10-Point Scale, 10 being the highest) The graph above depicts a statistical y valid rating by customers of each company with regard to overall service quality, highlighting Integra versus its primary competitors. These results were based on a statistically valid sample of the SME market in Integra’s geographic service area (based on zip codes that overlap Integra’s network) within the seven largest MSAs Integra serves. The results reflect the mean rating for each company. 2009 Riley Research Associates.
67. Revenue and Profitability ($ in millions) TTM Q309 Revenue TTM Q309 EBITDA TTM Q309 FCF (a) Margin 33.5% 32.2% 14.7% 11.0% 9.8% 17.0% 11.2% 7.3% (2.7%) (5.9%) Note: Integra and all public companies are TTM as of 09 2009. (a) Defined as EBITDA less capex. Excluding transition capital. Source: Company filings, Company websites, Wall Street estimates, and Integra management projections
68. Survey Results “In nearly 20 years of satisfaction assessment across a wide variety of industries, Integra’s scores are among the highest. We rarely see the number of ‘10’s’ that we saw in the recent survey.” ~ Michael J. RileyResearch Director, Riley Research Associates 20