The document discusses the evolution of Service Delivery Platforms (SDP). It notes that SDPs have transitioned from being primarily technology focused to now emphasizing solving business problems for operators. Vendors are evaluated based on the business case for their applications and integration capabilities rather than just technology. The document concludes that changing customer expectations and the feasibility of integrated SDPs now allow for business model decisions regarding SDPs.

1. SDP Evolution: Revolution, Convolution,
Amalgamation or Elimination?
Alan Quayle
Business and Service Development
www.alanquayle.com/blog
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© 2008 Alan Quayle

2. Definitions an OneAPI,
d
SDP role BONDI, Clo
ud
Operator SDP Evoluti
Requirements on
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© 2008 Alan Quayle

3. SDP Definition:
“When I use a word,”
Humpty Dumpty said, in
rather a scornful tone, “it
means just what I choose
it to mean; neither more
nor less.”
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© 2008 Alan Quayle

4. SDP Spectrum
Content
Delivery
Managed Mobile Content
Mobile Content
IPTV
Messaging
SIP app server
Business SDP
Real-time charging
3rd party comms/ messaging
Service Creation / Management
Integrated SDP
Service
Delivery
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© 2008 Alan Quayle

5. Simplified View of SDP
Third Parties (CSPs, developers, portal, SPs, etc.)
Web Services Exposure
Services Layer Applications/Content
BOSS I/F
SCE
Identity / Orchestration / Workflow
Policy
Management
Service Execution
Network Abstraction / Brokering
Control / Signalling
Network
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© 2008 Alan Quayle

6. Why Suppliers Get Excited about the SDP
BOSS $45B
Services $2000B
Telecom Middleware
$6B
(IN / IMS / SDP)
Core (Routing/Switching) $30B
Transport (DSL /
$300B
wireless / optical)
Devices (fixed / mobile) $300B
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© 2008 Alan Quayle

7. Why Operators are Considering SDPs
Access & Intelligent Wholesale
Applications Content
Distribution Connectivity Brokering
Utility access where
Bit Pipe differentiation is price and
network quality.
Open access, controlled
and monetized QoS, Billing,
Smart Pipe Data Mining, Capability
Wholesale, Ad Broker
Content and Service Provider
There will be no clear cut between the different scenarios, multiple
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business models and revenue modules will co-exist.
© 2008 Alan Quayle

8. Critical Factor: Customer’s Perceptions are Changing
User doesn’t care if Applications are no
message delivered longer ‘web’ or
Other
by SMS, MMS, IM Voice ‘telecom’ services –
or email. they’re just apps.
Utility
Messaging
Subscribers are no Productivity
longer ‘voice
Mobile broadband
subscribers,’ PIM starts to substitute
they’re Internet
fixed broadband
subscribers – voice
is just an app.
Games
Access to
Source: Nokia Browsing Multimedia
multimedia is no
Smartphone 360 Survey
Time allocated to
longer constrained
different applications by the network
Voice makes up an increasingly small percentage of a smartphone’s
usage, critical to embed such capabilities into other apps/processes
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© 2008 Alan Quayle

9. OneAPI and BONDI Expose Network and Handset Capabilities
Monetization of network APIs for consumer applications is proving
challenging – e.g. location, presence are available for free on the phone
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© 2008 Alan Quayle

10. Telus Provides a Useful Reference Case
Telus has focused on business services, with strategic partners.
Accelerated service innovation from 4 to 40 services per year.
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© 2008 Alan Quayle

11. Zembly provides a cloud based mash-up service enabler – extends
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service creation across most web users
© 2008 Alan Quayle

12. Microsoft OneApp uses the cloud resources to minimize processing on
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mobile devices extending apps into feature phones
© 2008 Alan Quayle

13. How operators evaluate SDP vendors:
their Selection Criteria
• Operators described the Service Innovation problem as:
– 50% Business Case (pre-built applications)
– 40% BOSS (Business and Operational Support System) integration
– 10% Technology
• 50% Business Case: Pre-built applications
– Telecom New Zealand considers applications key to its platform
decision
– SDP providers now provide many services/applications with their
platform
• 40% BOSS integration
– Oracle uses Fusion or its SI partners
– NSN uses its BOSS gateway
– Ericsson uses its SDP’s extensive pre-integration
• 10% Technology
– Criteria include: 5 9s, high availability, geo-redundancy, and load
balancing
Technology is only 10% of the problem. Business Case and Integration are key.
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© 2008 Alan Quayle

14. Summarizing the Market and Making a Comparison
• 2000-2009 was a period of Technology wars
– JAIN SLEE versus SIP Servlet versus ParlayX versus IMS versus
inaction: Inaction won
• 2010 will see the emergence of integrated SDP focused upon
solving operators’ business problems
• Compare this situation to the early days of digital audio players
– Multiple audio standards, lack of memory, and content difficulties
– Then Apple came along with an large memory MP3 player and iTunes
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© 2008 Alan Quayle

15. SDP Magic Quadrant
Ability to Challengers Leaders
Execute
NSN Ericsson
ALU Oracle
IBM
NEC
Telcordia
jNetx
SailFin
hSenid
APEX Voice OpenCloud
Argela
Mobicents
Avaya
Niche Visionaries
Completeness
of Vision
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© 2008 Alan Quayle

16. Integrated SDP Architecture
Pre-Built Applications
Other: API Management,
SCIM / Mash-up Server
Content Management
ParlayX / Service
SIP Servlet
Broker
JAIN
OSGi SLEE
OAM
JEE
High Availability / Cluster Software
Linux / Solaris
OSGi enables the containerization of servers within a JEE framework
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© 2008 Alan Quayle

17. Conclusion
Customer
expectations
have changed
Business
Model
Decision
Integrated
SDP now
feasible
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© 2008 Alan Quayle