tw telecom is a telecommunications company that owns over 27,000 miles of fiber optic cable across 75 markets in the US. It provides fiber connectivity to nearly 15,500 commercial buildings and has a national IP backbone. The company has a differentiated set of network assets and a robust product portfolio including Ethernet services, IP networks, data centers, and voice over IP. In 2011, tw telecom generated over $1.3 billion in revenue and had $497.7 million in EBITDA. The company aims to grow its enterprise focused revenue through strategic expansion of its network and product offerings.
The question asked by those who switch to tw telecom isn\'t "Why tw telecom?" but rather "Why didn\'t we switch to tw telecom sooner?" That\'s because we see it as less of a business-to-business transaction and more as a people-to-people dedicated partnership.
Presentation given by Nathan J. Anderson, Vice President of Investor Relations, at the CCG China Rising Conference on May 18, 2009 at the Yale Cub in New York, NY.
The document discusses mergers and acquisitions in the media and entertainment industry between 1994-2002. Some of the major deals included Viacom acquiring Paramount and Blockbuster, Disney acquiring Capital Cities/ABC, Time Warner merging with Turner Broadcasting, Seagram acquiring MCA, Westinghouse acquiring CBS, Viacom merging with CBS, and Comcast acquiring AT&T Broadband. The deals were mainly driven by goals of vertical integration, conglomeration, and expanding market share.
TIM Participações S.A. held its 9th annual conference in August 2008 to discuss the company's performance. The key highlights presented were:
1) The mobile telecom market in Brazil continued strong growth driven by increasing purchasing power of lower income classes and aggressive promotions. TIM was well positioned to capture opportunities in broadband and fixed line services.
2) In 2Q08, TIM's subscriber base grew 1% sequentially to 33.8 million despite an overall market drop. ARPU increased 1% through a new pre-paid promotion and focus on high-value post-paid customers.
3) For 2H08, TIM planned to refocus offers on high-margin customers, improve
This document summarizes TIM Participações S.A.'s performance in 2Q08 and outlook for 2H08. Key highlights from 2Q08 include revenue growth of 6.5% QoQ driven by a 38.7% increase in handset sales, EBITDA growth of 19% YoY despite a 4pp decline in margins, and an 8.4% churn rate. For 2H08, TIM will focus on high-value postpaid segments, innovative VAS, capturing fixed-line opportunities, and improving profitability through cost controls. Financial results showed continued subscriber growth but pressure on ARPU and margins.
northrop grumman Wes Bush, President and Chief Financial Officer (Financial O...finance8
The document provides an overview and financial guidance from Northrop Grumman for 2006 and 2007. It summarizes key metrics such as expected revenue of $30.2 billion in 2006 and $31-32 billion in 2007. It also provides operating margin guidance of low 8% in 2006 and high 8% in 2007. The document outlines Northrop Grumman's strategies to drive growth, performance and cash deployment to create shareholder value.
The question asked by those who switch to tw telecom isn\'t "Why tw telecom?" but rather "Why didn\'t we switch to tw telecom sooner?" That\'s because we see it as less of a business-to-business transaction and more as a people-to-people dedicated partnership.
Presentation given by Nathan J. Anderson, Vice President of Investor Relations, at the CCG China Rising Conference on May 18, 2009 at the Yale Cub in New York, NY.
The document discusses mergers and acquisitions in the media and entertainment industry between 1994-2002. Some of the major deals included Viacom acquiring Paramount and Blockbuster, Disney acquiring Capital Cities/ABC, Time Warner merging with Turner Broadcasting, Seagram acquiring MCA, Westinghouse acquiring CBS, Viacom merging with CBS, and Comcast acquiring AT&T Broadband. The deals were mainly driven by goals of vertical integration, conglomeration, and expanding market share.
TIM Participações S.A. held its 9th annual conference in August 2008 to discuss the company's performance. The key highlights presented were:
1) The mobile telecom market in Brazil continued strong growth driven by increasing purchasing power of lower income classes and aggressive promotions. TIM was well positioned to capture opportunities in broadband and fixed line services.
2) In 2Q08, TIM's subscriber base grew 1% sequentially to 33.8 million despite an overall market drop. ARPU increased 1% through a new pre-paid promotion and focus on high-value post-paid customers.
3) For 2H08, TIM planned to refocus offers on high-margin customers, improve
This document summarizes TIM Participações S.A.'s performance in 2Q08 and outlook for 2H08. Key highlights from 2Q08 include revenue growth of 6.5% QoQ driven by a 38.7% increase in handset sales, EBITDA growth of 19% YoY despite a 4pp decline in margins, and an 8.4% churn rate. For 2H08, TIM will focus on high-value postpaid segments, innovative VAS, capturing fixed-line opportunities, and improving profitability through cost controls. Financial results showed continued subscriber growth but pressure on ARPU and margins.
northrop grumman Wes Bush, President and Chief Financial Officer (Financial O...finance8
The document provides an overview and financial guidance from Northrop Grumman for 2006 and 2007. It summarizes key metrics such as expected revenue of $30.2 billion in 2006 and $31-32 billion in 2007. It also provides operating margin guidance of low 8% in 2006 and high 8% in 2007. The document outlines Northrop Grumman's strategies to drive growth, performance and cash deployment to create shareholder value.
TIM Participações S.A. aims to become a convergent telecommunications company through the following strategy:
1) Focus on partnerships to offer 4-Play services through content and other operators.
2) Grow mobile broadband through lower-cost smartphones, specialized distribution kits, and innovative services like social networking and mobile advertising.
3) Expand fixed broadband through flexible tariff plans for TIM Fixo customers and packaging fixed and mobile broadband offers.
The goals are to achieve a 24% mobile market share and over 3 million TIM Fixo customers by 2011 while defending revenue share and recovering the TIM brand.
Telefónica Digital aims to achieve a compound annual growth rate of around 20% from 2011 to 2015, generating around €5 billion in revenue by 2015. The presentation outlines Telefónica Digital's vision, which is to develop and sell digital products and services beyond connectivity through building ecosystems, leveraging Telefónica's existing assets, and embracing digital innovation. Some boundaries mentioned are that Telefónica Digital does not aim to compete directly with companies like Facebook or Google, and does not want to enter the hardware space.
- The document summarizes Ferrovial's 2009 financial results, highlighting stable revenue performance despite weak economic conditions. EBITDA grew 8.9% to €2.54 billion through operational growth and cost control. Net debt excluding infrastructure projects declined 24.2% to €1.17 billion due to strong cash flow generation. The company continued awarding of toll road projects in the US totaling $4.7 billion.
Tencent has three core businesses: telecom value-added services, internet value-added services, and internet advertising. The document analyzes Tencent's strong revenue growth in recent years, attributing it to recruiting talents, reorganizing its structure, restructuring its product lineup around an "online living" strategy, and pursuing integration, mergers and acquisitions, and cooperation. It also discusses Tencent's organizational structure and management system as well as its future development forecasts.
FY 2010 Results & Plan Update - L. LucianiGruppo TIM
This document summarizes TIM Brasil's 2010 results and provides an update to its plan. Key highlights from 2010 include growing revenues by 5.1% and EBITDA margin by 2.9 percentage points. TIM Brasil expanded its customer base by 24% to 51 million lines and gained market share. It achieved a top brand position and network quality leadership. The document also discusses lessons learned in 2010 around matching growth and profitability. It notes TIM Brasil's approach of addressing the entire market and challenging traditional models helped drive its success. The presentation provides an overview of opportunities in Brazil's growing mobile market and expanding middle class.
1) The Greater Toronto and Hamilton Area (GTHA) grew significantly between 1986 and 2006, adding over 1.8 million new residents in the region and over 880,000 new residents in Toronto alone.
2) Governance of the region has evolved over time, with the creation of regional planning bodies like the Greater Toronto Services Board and legislation like the City of Toronto Act to plan for growth.
3) The Big Move is Metrolinx's 25-year regional transportation plan to address growth through expanding transit networks, implementing mobility hubs, and reducing congestion and emissions through mode shift. The plan models significant benefits to mobility and sustainability by 2031 if its projects and policies are implemented.
TXU implemented a three phase transformation process to transition from a regulated monopoly to an industrial energy company competing in deregulated markets. Phase one focused on rationalizing the portfolio, restructuring to repair the balance sheet, and restoring financial strength. Nearly $14 billion was deployed to reduce debt and return capital to shareholders. Phase two aims to strengthen the core business and drive performance improvement, with a focus on identifying $1.6-1.7 billion in annual cost savings. The ultimate goal is phase three: achieving sustained performance and growth in the competitive industry.
Febelfin jette un regard vers le sommet européenFebelfin
The document discusses the changes affecting the European Union and the financial sector, including the sovereign debt crisis, economic crisis, and financial crisis (the "Unholy Trinity"). It outlines several main topics that will be covered, including the Banking Union, Eurobonds, fiscal union, financial regulations, and consumer protection. The conclusion states that the EU is currently at a crossroads.
The document discusses the changes affecting the European Union and the financial sector, including the sovereign debt crisis, economic crisis, and financial crisis (the "Unholy Trinity"). It outlines several main topics that will be covered, including the Banking Union, Eurobonds, fiscal union, financial regulations, and consumer protection. The conclusion section notes that banks have become a significant source of systemic risk due to their holdings of government debt, putting them in the center of the ongoing crisis.
Safaricom Ltd reported its financial results for fiscal year 2010. Key highlights included:
- Revenue increased 18.9% to KES 83.96 billion while EBITDA grew 31.0% to KES 36.60 billion.
- Net income increased 44.2% to KES 15.15 billion.
- The company maintained its number one position in the Kenyan mobile market with a 78.3% subscriber market share.
- Subscriber base grew 18.2% to 15.79 million, driven by growth in data and M-PESA users and services.
Presentation by Prof. Ric Parker - director of research and technology, Rolls Royce, at the CBI climate change forum seminar - Opportunities for business in a low-carbon economy, 8 September, 2009.
- tw telecom has a network spanning over 27,000 fiber route miles across 75 markets and nearly 14,000 connected buildings, making it the largest competitive fiber network provider.
- In 2010, tw telecom generated $1.27 billion in revenue and $463 million in EBITDA, and continued growth in 2011 with $332.5 million in revenue in Q1.
- tw telecom has evolved since 1993 from a residential cable provider joint venture to an independent enterprise fiber network and services provider.
AT&T: Twenty Years of Change Case AnalysisMotaz Agamawi
This document provides an analysis of AT&T over 135 years from 1875 to 2012, focusing on key milestones and changes in strategy. It discusses AT&T's beginnings as a monopoly in 1875, the start of competition in 1894 when patents expired, the divestiture into regional Baby Bells in 1984, and acquisitions in the 1990s and 2000s to expand into new technologies and markets under CEO Armstrong's vision of an "any distance" global telecommunications provider.
This document provides an overview of tw telecom, including its history and services. Some key points:
- tw telecom was originally formed in 1993 as a joint venture called Time Warner Communications and later became tw telecom in 2008.
- It focuses on providing connectivity and managed solutions to enterprise customers across various industries.
- Ethernet has become the preferred method for connecting data networks and tw telecom has over 8,500 fiber connected buildings that can receive Ethernet services.
- tw telecom offers a range of integrated voice, data, and managed services to support enterprise applications and provides cost savings through convergence of services over a single network.
This document provides an overview of the telecom sector in India. It discusses the history and growth of telecom in India, including key events and mergers. It also outlines the role of the government and regulatory bodies in telecom. Additionally, it covers topics like spectrum auctions, the advantages of India's market, value-added services, recent industry updates, and future technologies. The document concludes by discussing some of the top challenges facing the Indian telecom sector and its future roadmap.
This document summarizes Turkey's telecom, ISP, TV and internet markets. It provides an overview of the major players in fixed line (Turk Telekom), mobile (Turkcell, Vodafone, Avea), satellite (Turksat), digital TV (Digiturk, D-Smart) and internet (TTNet, Superonline) services. It includes statistics on revenue, subscribers, household penetration, mobile usage and the comparative strategies of leading companies. Emerging areas like MVNO, WiMax and potential regulatory changes are also briefly outlined.
AT&T was originally founded in 1885 as American Telephone and Telegraph Company and grew to become the primary telephone service provider in the United States through a series of acquisitions and mergers. It held a monopoly for much of the 20th century until antitrust action in 1982 broke up AT&T and separated its local and long distance business units. Since then, AT&T has undergone further restructuring and acquisitions to evolve from a telephone company into a global provider of communications and networking services.
This is a company overview of tw telecom. It contains company history, financials, products & services, competetive advantages, and technology deployment.
Market analysis on world top telecom companiesSree Kari
The document analyzes the Indian telecommunication sector and the top companies operating within it. It provides an overview of VIT Business School and introduces the key competitors in the sector such as Verizon, AT&T, China Mobile, Vodafone, and others. Market share analysis shows that AT&T and Verizon have the largest market shares. The document also uses software like Weka and SPSS to predict future prices for Verizon and AT&T over the next few days and weeks. In conclusion, it finds that Verizon and AT&T are among the top telecom companies globally with significant market share and projects.
The document provides an overview of the Indian telecom industry and introduces a company called PAY Counter. It discusses key facts about the fast-growing Indian mobile market and prevalence of prepaid users. Major players by segment are outlined, including market leaders in mobile GSM and CDMA services. The presentation then contrasts the urban and rural mobile phone connection landscape in India. Finally, it describes PAY Counter as a company looking to create history and change lives by bringing a revolutionary concept to the telecom industry.
This document provides an overview of the rise of Telewest-NTL to prominence in the UK telecom industry. It discusses the company's fiber-optic network and core competencies. Legislative restrictions originally prohibited cable operators from providing voice services. Telewest grew through acquisitions and took advantage of deregulation in the 1990s. It analyzes Telewest's competitive environment using Porter's Five Forces and a SWOT analysis. The document also examines Telewest's market penetration, product development, and makes recommendations around e-commerce, innovation, and training to take advantage of next generation networks.
The telecom industry in India has grown significantly since the first experimental telegraph in 1850. Major developments include the establishment of the postal department in 1854, the introduction of telephone services in 1881, and nationalization of foreign telecom companies in 1947. While the industry faced challenges around limited spectrum and infrastructure issues, major players like Bharti Airtel and Vodafone have grown to capture large market shares as of 2011. The global economic crisis also had limited impact on the continued expansion of the Indian telecom sector.
TIM Participações S.A. aims to become a convergent telecommunications company through the following strategy:
1) Focus on partnerships to offer 4-Play services through content and other operators.
2) Grow mobile broadband through lower-cost smartphones, specialized distribution kits, and innovative services like social networking and mobile advertising.
3) Expand fixed broadband through flexible tariff plans for TIM Fixo customers and packaging fixed and mobile broadband offers.
The goals are to achieve a 24% mobile market share and over 3 million TIM Fixo customers by 2011 while defending revenue share and recovering the TIM brand.
Telefónica Digital aims to achieve a compound annual growth rate of around 20% from 2011 to 2015, generating around €5 billion in revenue by 2015. The presentation outlines Telefónica Digital's vision, which is to develop and sell digital products and services beyond connectivity through building ecosystems, leveraging Telefónica's existing assets, and embracing digital innovation. Some boundaries mentioned are that Telefónica Digital does not aim to compete directly with companies like Facebook or Google, and does not want to enter the hardware space.
- The document summarizes Ferrovial's 2009 financial results, highlighting stable revenue performance despite weak economic conditions. EBITDA grew 8.9% to €2.54 billion through operational growth and cost control. Net debt excluding infrastructure projects declined 24.2% to €1.17 billion due to strong cash flow generation. The company continued awarding of toll road projects in the US totaling $4.7 billion.
Tencent has three core businesses: telecom value-added services, internet value-added services, and internet advertising. The document analyzes Tencent's strong revenue growth in recent years, attributing it to recruiting talents, reorganizing its structure, restructuring its product lineup around an "online living" strategy, and pursuing integration, mergers and acquisitions, and cooperation. It also discusses Tencent's organizational structure and management system as well as its future development forecasts.
FY 2010 Results & Plan Update - L. LucianiGruppo TIM
This document summarizes TIM Brasil's 2010 results and provides an update to its plan. Key highlights from 2010 include growing revenues by 5.1% and EBITDA margin by 2.9 percentage points. TIM Brasil expanded its customer base by 24% to 51 million lines and gained market share. It achieved a top brand position and network quality leadership. The document also discusses lessons learned in 2010 around matching growth and profitability. It notes TIM Brasil's approach of addressing the entire market and challenging traditional models helped drive its success. The presentation provides an overview of opportunities in Brazil's growing mobile market and expanding middle class.
1) The Greater Toronto and Hamilton Area (GTHA) grew significantly between 1986 and 2006, adding over 1.8 million new residents in the region and over 880,000 new residents in Toronto alone.
2) Governance of the region has evolved over time, with the creation of regional planning bodies like the Greater Toronto Services Board and legislation like the City of Toronto Act to plan for growth.
3) The Big Move is Metrolinx's 25-year regional transportation plan to address growth through expanding transit networks, implementing mobility hubs, and reducing congestion and emissions through mode shift. The plan models significant benefits to mobility and sustainability by 2031 if its projects and policies are implemented.
TXU implemented a three phase transformation process to transition from a regulated monopoly to an industrial energy company competing in deregulated markets. Phase one focused on rationalizing the portfolio, restructuring to repair the balance sheet, and restoring financial strength. Nearly $14 billion was deployed to reduce debt and return capital to shareholders. Phase two aims to strengthen the core business and drive performance improvement, with a focus on identifying $1.6-1.7 billion in annual cost savings. The ultimate goal is phase three: achieving sustained performance and growth in the competitive industry.
Febelfin jette un regard vers le sommet européenFebelfin
The document discusses the changes affecting the European Union and the financial sector, including the sovereign debt crisis, economic crisis, and financial crisis (the "Unholy Trinity"). It outlines several main topics that will be covered, including the Banking Union, Eurobonds, fiscal union, financial regulations, and consumer protection. The conclusion states that the EU is currently at a crossroads.
The document discusses the changes affecting the European Union and the financial sector, including the sovereign debt crisis, economic crisis, and financial crisis (the "Unholy Trinity"). It outlines several main topics that will be covered, including the Banking Union, Eurobonds, fiscal union, financial regulations, and consumer protection. The conclusion section notes that banks have become a significant source of systemic risk due to their holdings of government debt, putting them in the center of the ongoing crisis.
Safaricom Ltd reported its financial results for fiscal year 2010. Key highlights included:
- Revenue increased 18.9% to KES 83.96 billion while EBITDA grew 31.0% to KES 36.60 billion.
- Net income increased 44.2% to KES 15.15 billion.
- The company maintained its number one position in the Kenyan mobile market with a 78.3% subscriber market share.
- Subscriber base grew 18.2% to 15.79 million, driven by growth in data and M-PESA users and services.
Presentation by Prof. Ric Parker - director of research and technology, Rolls Royce, at the CBI climate change forum seminar - Opportunities for business in a low-carbon economy, 8 September, 2009.
- tw telecom has a network spanning over 27,000 fiber route miles across 75 markets and nearly 14,000 connected buildings, making it the largest competitive fiber network provider.
- In 2010, tw telecom generated $1.27 billion in revenue and $463 million in EBITDA, and continued growth in 2011 with $332.5 million in revenue in Q1.
- tw telecom has evolved since 1993 from a residential cable provider joint venture to an independent enterprise fiber network and services provider.
AT&T: Twenty Years of Change Case AnalysisMotaz Agamawi
This document provides an analysis of AT&T over 135 years from 1875 to 2012, focusing on key milestones and changes in strategy. It discusses AT&T's beginnings as a monopoly in 1875, the start of competition in 1894 when patents expired, the divestiture into regional Baby Bells in 1984, and acquisitions in the 1990s and 2000s to expand into new technologies and markets under CEO Armstrong's vision of an "any distance" global telecommunications provider.
This document provides an overview of tw telecom, including its history and services. Some key points:
- tw telecom was originally formed in 1993 as a joint venture called Time Warner Communications and later became tw telecom in 2008.
- It focuses on providing connectivity and managed solutions to enterprise customers across various industries.
- Ethernet has become the preferred method for connecting data networks and tw telecom has over 8,500 fiber connected buildings that can receive Ethernet services.
- tw telecom offers a range of integrated voice, data, and managed services to support enterprise applications and provides cost savings through convergence of services over a single network.
This document provides an overview of the telecom sector in India. It discusses the history and growth of telecom in India, including key events and mergers. It also outlines the role of the government and regulatory bodies in telecom. Additionally, it covers topics like spectrum auctions, the advantages of India's market, value-added services, recent industry updates, and future technologies. The document concludes by discussing some of the top challenges facing the Indian telecom sector and its future roadmap.
This document summarizes Turkey's telecom, ISP, TV and internet markets. It provides an overview of the major players in fixed line (Turk Telekom), mobile (Turkcell, Vodafone, Avea), satellite (Turksat), digital TV (Digiturk, D-Smart) and internet (TTNet, Superonline) services. It includes statistics on revenue, subscribers, household penetration, mobile usage and the comparative strategies of leading companies. Emerging areas like MVNO, WiMax and potential regulatory changes are also briefly outlined.
AT&T was originally founded in 1885 as American Telephone and Telegraph Company and grew to become the primary telephone service provider in the United States through a series of acquisitions and mergers. It held a monopoly for much of the 20th century until antitrust action in 1982 broke up AT&T and separated its local and long distance business units. Since then, AT&T has undergone further restructuring and acquisitions to evolve from a telephone company into a global provider of communications and networking services.
This is a company overview of tw telecom. It contains company history, financials, products & services, competetive advantages, and technology deployment.
Market analysis on world top telecom companiesSree Kari
The document analyzes the Indian telecommunication sector and the top companies operating within it. It provides an overview of VIT Business School and introduces the key competitors in the sector such as Verizon, AT&T, China Mobile, Vodafone, and others. Market share analysis shows that AT&T and Verizon have the largest market shares. The document also uses software like Weka and SPSS to predict future prices for Verizon and AT&T over the next few days and weeks. In conclusion, it finds that Verizon and AT&T are among the top telecom companies globally with significant market share and projects.
The document provides an overview of the Indian telecom industry and introduces a company called PAY Counter. It discusses key facts about the fast-growing Indian mobile market and prevalence of prepaid users. Major players by segment are outlined, including market leaders in mobile GSM and CDMA services. The presentation then contrasts the urban and rural mobile phone connection landscape in India. Finally, it describes PAY Counter as a company looking to create history and change lives by bringing a revolutionary concept to the telecom industry.
This document provides an overview of the rise of Telewest-NTL to prominence in the UK telecom industry. It discusses the company's fiber-optic network and core competencies. Legislative restrictions originally prohibited cable operators from providing voice services. Telewest grew through acquisitions and took advantage of deregulation in the 1990s. It analyzes Telewest's competitive environment using Porter's Five Forces and a SWOT analysis. The document also examines Telewest's market penetration, product development, and makes recommendations around e-commerce, innovation, and training to take advantage of next generation networks.
The telecom industry in India has grown significantly since the first experimental telegraph in 1850. Major developments include the establishment of the postal department in 1854, the introduction of telephone services in 1881, and nationalization of foreign telecom companies in 1947. While the industry faced challenges around limited spectrum and infrastructure issues, major players like Bharti Airtel and Vodafone have grown to capture large market shares as of 2011. The global economic crisis also had limited impact on the continued expansion of the Indian telecom sector.
Toronto Hydro Telecom was purchased by Cogeco for $200 million. Toronto Hydro Telecom owns and operates a 500 km fibre optic network connecting over 500 buildings in the Greater Toronto Area. It also operates the largest WiFi network in North America. Cogeco is a cable company that offers TV, internet, and telephone services to 2.4 million homes in Canada and Portugal. The acquisition expands Cogeco's broadband network and allows it to enter the commercial telecommunications market in Toronto. It may increase competition for Rogers in downtown Toronto.
This chapter introduces data communications and networking concepts. It provides a brief history of communications technologies from the telegraph to today's integrated voice, video and data networks. It describes how data communications networks are comprised of components like computers, servers, and wiring or wireless infrastructure. The chapter also outlines common network models and standards that facilitate the transfer of data between layers and ensure interoperability. Finally, it discusses future trends toward more pervasive networking and new information services.
The document discusses the growth prospects of India's telecom sector in 2012. It outlines presentations by group members on topics like investment opportunities, the regulatory framework, emerging trends, growth opportunities, and conclusions. Key points include India having the second largest telecom penetration globally and telecom subscribers expected to reach over 5 billion by 2020. The sector is expected to see huge investments of over $70 billion to rollout networks. Regulatory reforms like increased FDI limits and the upcoming new telecom policy in 2012 are also highlighted. Emerging trends discussed include the transition to 4G networks, growth of value-added services, and opportunities in mobile commerce and entertainment. Major players in different segments of the Indian telecom industry are also listed.
Telecom Service/Media: AT&T to acquire Time Warner
- US-based telco AT&T’s acquisition of Time Warner will be an industry game changer
- Note growing investment in premium content (a growth driver for ICT ecosystem)
- Focus on CJ E&M’s efforts to improve original content and telcos’ media expansion
This document provides an overview of telecommunication infrastructure development in Vietnam. It discusses the country's dominant telephone carrier VNPT, the competitive structure of the industry which is currently undergoing changes, and levels of foreign penetration. The legal and regulatory framework is also examined, along with plans to improve telecommunications and concluding remarks. In general, the telecom sector in Vietnam is growing rapidly but remains dominated by the state-owned incumbent VNPT, and the regulatory framework needs reforms to encourage more competition and private sector involvement.
1) The document discusses strategies for SK Telecom to enter the mobile location-based services (LBS) market in China.
2) It recommends launching a location-based social network called Ulink to attract subscribers and providing location-based advertising as a value-added service.
3) It also suggests partnering with mobile terminal manufacturers and network operators in China to help SK Telecom enter the 3G mobile phone market and provide terminals with GPS functionality.
The document discusses telecommunications and the company's experience in the telecom sector. It provides the following key points:
1) The telecom sector accounts for over 80% of the company's focus and it has pan-India experience and coverage in the telecom space.
2) The company provides turnkey solutions for telecom projects in a cost-effective manner with strong technical support. As a turnkey provider, it handles all aspects of network rollout.
3) The company has seen rapid growth since 2005 and has a service management system to efficiently handle projects from end to end with a focus on timely response, low costs, and ease of operation.
Michael Sutton is an expert in telecommunications and internet technologies. In the 1990s, he created an early internet broadcasting system for BBC World News and consulted for them on IT projects. He also developed technologies for streaming audio and video online, mobile messaging applications, and using radio frequencies to transmit email and files to mobile devices. However, his patents and technologies were later allegedly infringed upon without compensation.
On Tuesday 8 and Wednesday 9 September Paolo Nazzaro, Telecom Italia Head of Group Sustainability, attended the Annual EFFAS Conference on integration of Extra-Financial in Frankfurt. During the conference he met some of the most important European SRI Funds.
Similar to Twtelecom.Detailed.It.Exec Overview2012 Staicer (20)
1. tw telecom
IT Executive Overview
Andrew M. Staicer
Account Executive
9665 Granite Ridge Dr. Suite 500
San Diego, CA 92123
T 858.805.6041
C 760.586.9640
Andrew.Staicer@twtelecom.com
February, 2012
2. A Unique Set of Network Assets
Over 27,000 local and regional fiber route miles across 75 markets
Nearly 15,500 buildings with fiber based services and connectivity
National footprint interconnected with fiber and 10 Gig IP backbone
2
3. We Have A Fully Differentiated Asset
• Massive Local Optical
Network
Connecting nearly 15,500
enterprise buildings
Largest competitive fiber
based provider (lit
buildings)
True fiber based
alternative to the
incumbent
Managed Quality of
Service
Robust portfolio of
services
3
4. Strong Financial Performance
• 2011 Financial Results Our Revenue Mix Is Increasingly
• $1.367 Billion in Revenue Enterprise Focused…
• $497.7 Million in POSITIVE M-EBITDA
• $91.3 Million in Levered Free Cashflow
• $57.9 Million in Net Income
• 2.0% Sequential Revenue Growth
• 7.4% Y/Y Revenue Growth
• Financially Disciplined
• EBIDTA Positive since 1999
• Manageable Debt Structure
While Data & IP Revenue Grew 18.2%*
• $484.9 Million Cash and Equivalents on
2011 over 2010
Hand
tw telecom 4Q/EoY2011 Results
• Investing 20-25% of Revenues in Capital
*(1) Adjusted revenue for end of year 2011 and 2010.
Expenditures, the majority of which is to (2) For a reconciliation to GAAP related numbers please see the supplemental
earnings information on the Company’s website, www.twtelecom.com.
reach enterprise locations
4
6. tw telecom – A Corporate History
Time Warner Time Warner Telecom announces
Time Warner Telecom
Communications expansion into 5 new markets -
Time Warner launches Metro
Formed as a JV Minneapolis, Chicago, Atlanta,
Ethernet product
between U S WEST Telecom separates Columbia, Denver
portfolio (March, 2003)
and Time Warner to from Time Warner (May, 2000) Time Warner
deliver residential Telecom rebranded
Cable
cable telephony Time Warner Telecom
(April, 1993) (July, 1998) “tw telecom”
Larissa Herda named completes purchase of GST
Communications, completing
(March, 2008)
President and CEO of
Time Warner Telecom expansion into 15 new markets
(July, 1998) (January, 2001)
1993 1996 1998 1999 2000 2001 2003 2006 2007 2008
Time Warner
Time Warner Time Warner Telecom
Communications renamed Time Warner Telecom
Telecom completes secondary
Time Warner Telecom completes Secondary
acquires ISP offering eliminating
offering raising $925M
inc.net controlling shareholders
(April, 2000)
(Sept, 1998) becoming fully
independent (Sept., 2006)
Time Warner
Telecom completes
offering of $400M in Time Warner
Telecom completes Time Warner Telecom
High Yield Notes Time Warner Telecom
acquires Xspedius
(July, 1998) IPO raising $290M completes becomes
Communications, completing
(May, 1999) EBITDA Positive
expansion into 31 new
(2Q99)
markets (October, 2006)
6
7. Critical Differentiators
• We operate our own fiber network
• Over 27,000 route miles of fiber – over 70% within the
metro
• Ability to construct unique footprint, scale bandwidth,
deliver robust array of network services
• We offer a robust set of products and services
• Industry leadership position in Ethernet Services – metro
and wide area
• We strive for world class customer care
• Local management – sales & operations, coupled 2
national operations centers create a unique coverage
model
7
11. Co-location Services
Localized Disaster Recovery & tw telecom Customer Site
Business Continuity Strategy and Co-Location Cabinet
Co-location services include:
• Dedicated Internet Access
• Storage Transport
• Private Line Transport
• IP VPN
• Native LAN solutions
• Local dial-tone
• Business continuity
• Hardened / central office facility
Optical & IP Network
• Communications
• Power (Generator & UPS)
• Security
• Fire Detection / Suppression
• Environment / HVAC
11
12. Our Ethernet Position
• Leading & innovating with our Ethernet &
IP strategy
• Growth engine for enterprise business
• Taking share from the incumbents
• Leveraging our fiber footprint and
connected buildings
• Nearly 15,500 fiber connected buildings can
have Ethernet Services
• Delivering a differentiated value
proposition
• Highlighting convergence
• Delivering Data, Internet AND Voice over IP
• Industry Leader
• 2011 Frost & Sullivan Growth Leadership
Award for Retail Carrier Ethernet Services
• 2010 MEF 9 & 14 Certification
• 10 Gig, Fractional 10 Gig, Long haul
• 2006 Awarded “Best in Class” for metro
Ethernet Services -Atlantic ACM
12
13. Fractional 10 Gig Ethernet Services
2 Gig Ethernet for
Servers, Storage
4 Gig Ethernet for
Telepresence, Storage
A Unique tw telecom Offer
IP Access 4 Gig Ethernet for
Telepresence, IP Access
Fractional 10 Gigabit Ethernet Access (2 to 9 Gig)
offering more cost effective capacity, scalability, &
Class of Service to support growing Enterprise
bandwidth demands for multiple, differing
10 Gig Ethernet for
applications Data Center Apps
MPLS, IP Access
Central Office
Storage & Server
Systems
2 Gig Ethernet for
13 Telepresence, Office Apps
IP Access
14. Ethernet Ecosystem
On-Net Access
-Nearly 15,500 On-Net
Enterprise Buildings
Cloud Access
•Industry Leading Ethernet
~ 350 3rd Party Data
Services Portfolio
Centers
•World Class Customer Care
•27,000 Fiber Miles
- Ethernet NNI
- Special Access
Internet Platform Enterprise
Networking
Local Reach - Thousands of
-Access to 50%+ of all U.S. Global Reach
-Top 10 Most Connected Internet Backbone Enterprise owned
Businesses Corporate Data Centers
-MPLS IP VPN Partners with Global Reach
14
16. IP Network Services
• Variety of Connectivity - DS-1 to 10 Gigabit Ethernet
• TDM Services to T1 to OC-N
• Ethernet – Available in Fractional and Burstable
• From 2 Mbps to 10,000 Mbps
• Robust Service Suite
tw telecom - one
• Dedicated, Switched Solution Options
• Service Level Commitments
of the 10 most
• 24 x 7 support – Locally, Nationally
interconnected IP
• Primary, Secondary DNS, BGP support
networks
WorldWide
• Bandwidth Performance Reports
16
17. IPv6 from tw telecom
• tw telecom has been successfully implementing
customer solutions with IPv6 since 2008
• tw telecom uses a dual-stack arrangement, where both
IPv4 and IPv6 traffic are handled across the same
Internet circuit.
• A single direct network will be assigned a /64
• /64 is size of today’s IPv4 Internet – squared!
• A network with a routed connection will receive a /56
• /48 available with documented support provided to ARIN.
• BGP is supported with Provider Independent space. These
/48 netblocks may be requested directly from ARIN.
• Customers may tunnel IPv4 / IPv6 networks directly
17
18. tw telecom VPN Solutions
• MPLS Standards Based
• RFC 2547 Compliance
• Fully Meshed Architecture
• Entirely Scalable • Compliments Ethernet WAN (City-
• TDM - DS-1 to OC-12 (622 Mbps) to-City) Solutions
• Ethernet to Gigabit (1,000 Mbps) Speeds • Business Class Capabilities
• Wide Applications Support • Branch Office Connectivity
• 5 Classes of Service supporting Best Effort to • Multimedia Support
Latency Sensitive Voice, Video • VoIP
18
19. Converged Services
Fully integrate Voice (lines, & PRI or Digital
Trunks), secure Internet access, IP VPN and
managed services onto a single IP connection.
19
20. Managed Services
• Service provides full ordering, provisioning, maintenance and management of customer edge router
equipment
• Delivered in conjunction with tw telecom’s data service portfolio – Metro and National Ethernet,
Internet Access, MPLS IP VPN
• Foundational capability for ongoing converged applications networks
• To deliver Internal Data, Internet Access, Voice
20
21. Managed Security Services
CPE-Based
Included Features:
• L3SPI Firewall
• Customer defined security policies at • Comprehensive Security
customer premise Consultation
• DDoS protection (limited to premise – doesn’t
protect bandwidth) • Installation of Service
• Point-to-point data encryption via IPSec VPN (inclusive of on-site technician
• Network Address Translation for CPE installation)
• 24x7x365 Monitoring and
Response
Network-Based • Dedicated Team of Security
• L3SPI Firewall Professionals
• “Clean-pipe” to the premise via customer • Policy Change Management*
defined filters employed in the core • Monthly Executive Report*
• DDoS Mitigation through static filters • Service Level Agreements
• Augments CPE security solutions
• Allows higher efficiency of existing security
tools
• Allows complex features to be used at the
network edge
*Inclusive with Premium level service, additional
21 charge for Business level service
23. Managed Security Services (DDoS
Mitigation)
DDoS Mitigation Service Included Features:
• Available in two options: • Comprehensive Security
• “Clean-bandwidth” via a combination of Consultation
‘learned’ traffic behaviors & alarmed • Installation of service (non-
customer defined thresholds for an entire
intrusive)
circuit
• “Clean-IPs” via a combination of ‘learned’
• Proactive monitoring with
traffic behaviors & alarmed customer defined customer confirmation and
thresholds for a specified IP Address mitigation of attack
• Adapts to a dynamic data environment • Dedicated Team of Security
• False positives eliminated through ‘attack Professionals
verification’ by tw telecom’s Security • Policy Change Management
Operations Center • Reporting Portal providing detailed
• Attacks blocked closest to origination of and executive service reports
attack as technically feasible (furthest from • Service Level Agreements
the customer premise)
23
24. IP Backbone Value Summary
• National Footprint with “Best of Breed” infrastructure
• Multiple 10 Gb/s backbone links
• Diverse / Redundant Network Connectivity
• Within Network Backbone
• To Customer Premise
• MPLS used within the core increases performance,
enables additional services
• 60% utilization target for backbone links and
connections.
24
28. tw telecom’s Intelligent Network
Real-time, granular visibility of application traffic
Applications Aware and the ability to adjust prioritization by specific
Networking application on the fly to optimize performance
and minimize non-business impacting
bandwidth consumption.
Cost effective, on-demand, dynamic bandwidth
capacity when and where you need it allowing
Dynamic Capacity your network to adopt to specific application
traffic demands
Easy access to end-to-end network performance
metrics including utilization, CoS, latency, jitter
and packet delivery to assist with planning, trouble
Enhanced Management
shooting and fine tuning your network for
optimal application performance. Backed by
comprehensive performance SLAs
28
30. The Capabilities of Intelligent Networks
Visibility
Applications Aware
Networking
Dynamic Capacity
Doorstep-to-Doorstep real time visibility
Granular visibility segment by segment
Enhanced Management Ability to detect network congestion
Ability to make real time network decisions
30
31. Customer Network
Click to Export Data
Choose Class
of Service
Key Metrics
by Location,
Sort Ascending or
Sample Summary Report
Descending
Click to View Site Click to view
Choose Time Frame
Specific Charts POP to POP Metrics
31
32. Site Specific
• Actual data for a
specific site:
• Bandwidth
Utilization
• Jitter
• Latency
• Packet Delivery
• Measures
Premise to POP
traffic
• Reports available
hourly, daily,
weekly or monthly
• Data presented as
frequent as every
5 minutes
• Easy export to
Excel
32 Sample Latency Report
33. The Capabilities of Intelligent Networks
Telepresence Storage
Applications Aware
Networking
• Ability to add “on-demand” capacity
Dynamic Capacity
• When & where customers need it
• More cost effective than fixed capacity
• Improved ROI - pay for what you use
Enhanced Management
33
34. Dynamic Capacity*
• Ordering interface via
MyPortal (prototype)
• Allows customers to
scale to line rate
• Provides appropriate
budgeting information
• Real time performance
management
• Highlights bandwidth
utilization during
increased consumption
period
34
* Prototype and proposed user interface screens
38. Our VoIP Product Strategy
• Rapidly develop and implement new services that create new and
incremental value for our customers
• Cap Legacy Switching Infrastructure – Grow Next-Gen Capabilities
• Implemented Traditional Services
• Implement Value Added Services
Packet/IP Infrastructure Gateway End User
Unified Messaging
Digital Trunks IP Trunks Multimedia Conferencing
PRIs Voice VPN (Site-to-Site) Hosted Telephony
Long Distance VoIP Virtual Number Service Distributed Call Center
Disaster Recovery VoIP “Features” to Digital PBXs Mobility
International Termination VoIP Network Peering IM, Presence Management
Calling Cards Next-Gen IAD WiFi Integration
HD Voice
Lower Cost Voice Convergence Value Added Applications
Current Capabilities Future Opportunities
38
41. Customer Experience Strategy
tw telecom’s commitment to customer service excellence is based on:
• passionate people in local and national customer service roles
• customer service choices personalized to your preferences
• voice of the customer programs that help us capture customer feedback
and use it to improve the service we provide
With every customer interaction, we strive to Listen, Collaborate and Improve
41
42. Passionate People
Over two-
thirds of our
employees are
dedicated to
customer
service
42
43. Unique Approach to Customer Care
STRONG LOCAL OPERATIONS AND MANAGEMENT TEAMS
Network Application Customer Project Provisioning Maintenance &
Organization Management Installation Repair
• Applications • Comprehensive • Local Operations • Pro-Active Network
Engineering Project Management Implementation Monitoring
• Solutions Design • Implementation • National Provisioning • Centralized Trouble
Coordination Ticket Coordination
• Consultative • Testing
Approach • Local Field • Service Assurance
Engineering • Proactive Status Follow Up
• Network
Documentation • Proactive Status
43
44. My Portal – Transactional Services
tw telecom
• Comprehensive services “dashboard”
• Allows customers to track and manage ongoing business with tw telecom
• On-Line access to variety of activities
• View Invoices, Pay Bills, Track Orders, Manage Circuit Inventory, Initiate and Manage
Trouble Tickets
• Delivers proactive level of customer care to facilitate a better service experience
44
45. My Portal - Performance Portal
• Network performance
data delivered
graphically to highlight:
• Network bandwidth
utilization
• Quality of network
services
• Enabling applications
management
• Compliments existing
enterprise network
management infrastructure
to improve total service
management
• Circuit by circuit level detail
for Ethernet, MPLS IP VPN,
Internet Access services
45
46. Voice of the Customer
•Customers consistently said that tw telecom provides a
superior customer experience compared to the other
telecommunications providers they work with
*tw telecom and competitor satisfaction ratings from tw telecom's September 2009 Customer Relationship Survey
46
47. Voice of the Customer Program
• External validation - Top 10
Finalist for Forrester Voice of
Customer (VoC) Award
• Cultural employee embracing
of VoC through training and
incentives
• Selling the VoC as critical
pillar in CE strategy -
empowering Sales to have a
different conversation with
customers
• Vision:
• Master the improvements
• Skip the plateau Award winners: American Express, CDW, Dell
• Jump start innovation
47
48. Examples of Our Satisfied Customers
Public Sector Health Services Professional Services
Financial Media & Information Industry Leaders
48
50. tw telecom
• tw telecom’s nearly 20 year Track Record of
Success Means…
• Financial Strength to Grow
• Product and Service Innovation
• Industry Leading Data & IP Services
• Metro Ethernet, IP Networks, VoIP
• Broad Fiber Optic Reach
• Over 27,000 Route Miles of Fiber
• Metro Ethernet available to nearly 15,500
Buildings in 75 Markets
50
51. Links to related information tw telecom
General
Andrew M. Staicer
Corporate Management
tw telecom NASDAQ
Press Releases
My Portal Instructional Video
References
Our Network
Voice of the Customer Announcement
Forrester’s Official Voice of The Customer Announcement
Carrier Ethernet News Article
Reviews from IT Professionals
Financial Strength
Andrew M. Staicer
Account Executive II TW Telecom Nasdaq: TWTC
9665 Granite Ridge Drive, Suite 500
San Diego, CA 92123
Tel: (858) 805-6041
Fax: (858) 309-0121
Cell: (760) 586-9640
Andrew.Staicer@twtelecom.com
***Contact for softcopy of presentation for the active links on this page***
51
52. Thank You
Semper Fi!
Andrew M. Staicer
AEII, San Diego
9665 Granite Ridge Dr, Suite 500
San Diego, CA 92123
T: 858.805.6041
C: 760.586.9640
F: 858.309.0121
Andrew.Staicer@twtelecom.com
52
Editor's Notes
We’re also continuing to innovate and leverage our fiber networks. We’ve recently introduced a Fractional 10 Gig Ethernet service that gives customers the bandwidth they need, where they need it, without having to buy the entire 10 Gig of bandwidth. Some others offer 10 Gigabit Ethernet, but the way they deliver the service they have to build each circuit on a custom basis, dedicating the electronics and fiber just to that customer. And the customer has to take the entire 10 Gig, even if they only need 2 or 4 Gig. With this unique service offering – we don’t know of any other provider delivering this service this way – customers can have 2 Gig at a Regional office, or they can have 6 Gig at a Disaster Recovery site, or they can have 10 Gig at their data centers. We continue to see customers needing more bandwidth at locations that are larger. This unique service offers the flexibility customers need at price points that meet their budgets. This is how we win customers and grow our share.
IT Customers for a long time have had full control over their servers and storage, their local area networks and their application development and delivery. This has resulted in an the IT manager’s ability to deliver a secure, scalable and predictable network experience when enabling applications for their users. When their users hit the “enter” button, the IT manager knows how that application will perform and what the user will experience Today’s IT environment is now being challenged with the introduction of Cloud Computing. The IT manager likes the idea of Cloud Computing for its ability to expand infrastructure quickly, support an applications environment for short term and without capital investments in new infrastructure – servers and storage. Cloud is appealing for its “pay as you go” economics The problem with using Cloud Computing is that the IT manager starts to lose control over the applications environment. The servers and storage reside in a data center somewhere outside the control of the IT manager The connection to the data center where the cloud applications reside are often times reached only through the Internet The Internet cannot deliver a secure or predictable network environment The network plays a key role in enabling Cloud Computing This is the key link in the service delivery chain that supports the application delivery to the end-user The network must perform to particular service levels in delivering the application.
The cloud business is evolving into 3 different models The first model for cloud computing is what we refer to as “the Walled Garden” approach Here we have telcos that are getting into the Cloud Computing business either by building it out themselves or by buying Cloud companies The theory here is that you would have the cloud service and network offered by 1 company. The problem with this is Telcos have never been good at building IT applications And with a walled garden, when there is a new application that arises it takes time for the provider to integrate that application into the walled garden The walled garden approach is slow and may not offer the applications or services the enterprise is looking for. The second model is a Best of Breed applications approach Here we have great applications like Salesforce.com or Amazon Web Services or Rackspace. The problem is that none of these providers have a network to deliver their applications over. They ask the enterprise to use the Internet to have access to their applications. The CIOs we speak with say that using Cloud Computing services over the Internet is just a science experiment. They want and need a secure, scalable and predictable network experience to use these applications. The third model is one tw telecom is promoting. It leverages a secure, scalable and predictable network experience to access the Best of Breed applications that reside in the 400 of our own colos and 3 rd party data centers already connected to our network This is The Intelligent Network.
Begin with the foundation – Ethernet platform expertise / Resiliant networks / Reach / One network platform This unique combination of network intelligence allows tw telecom customers to forecast, plan and adapt their networks to harness their mission critical applications more efficiently. Intelligent networks give you the visibility, flexibility, and control you need to easily manage your application performance in a distributed IT environment.
The Intelligent Network – a service suite being developed and delivered uniquely by tw telecom – enables a secure, scalable and predictable network experience for the IT manager to implement a Cloud Computing services strategy and deliver those applications to their end-users. The service suite includes: Enhanced Performance Management. This is where the customer is able to view their network performance – each segment along the path – in real time to see how the applications can perform over the network. This is unique in the industry Dynamic Capacity. This allows the customer to scale their bandwidth over our Ethernet network to increase capacity real time (immediately) when the applications environment requires it. Applications Aware Network. The third phase of our Intelligent Network is to give customers real time access and ability to reprioritize their traffic across the network and move traffic around to meet the needs of the business critical applications.
Enhanced Performance Management. This is where the customer is able to view their network performance – each segment along the path – in real time to see how the applications can perform over the network. This is unique in the industry
Dynamic Capacity. This allows the customer to scale their bandwidth over our Ethernet network to increase capacity real time (immediately) when the applications environment requires it. Most people in the industry refer to this capability as “bandwidth on demand”. In the first phase of our deployment of Dynamic Capacity, the customer will have the ability to go to our portal and turn up the bandwidth they need – up to the line rate of the bandwidth – and the network delivers the incremental capacity immediately. In the second phase of our deployment of Dynamic Capacity, the customer will have an application or network condition that will automatically increase the bandwidth required to support the application. For example, if the network is say 80% utilized, the customer may want to automatically increase capacity by 20%. Another example would be for Telepresence video conferencing. Telepresence requires an incremental 20 Megabytes of bandwidth during the video call. When our network sees the telepresence call set up, we would allocate the required incremental bandwidth, and when we see the customer “hang up” the telepresence call, we would take the bandwidth back down to the normal levels. We would do this automatically and immediately.
Applications Aware Network. The third phase of our Intelligent Network is to give customers real time access and ability to reprioritize their traffic across the network and move traffic around to meet the needs of the business critical applications. We intend to give the customer the ability to constrain or mitigate traffic that would take network resources away from business critical applications. For example, when the customer is running a storage or PeopleSoft process, we would give the customer the ability to prioritize those applications while we mitigate or constrain general traffic like YouTube or iTunes traffic. This way, the customer has the network resources they need to best manage their business critical applications environment.
- empowered to advise and collaborate on delivering solutions to meet your needs
3 mins And this year, we received that external validation of our leadership position from Forrester Research. And we’re in good company There are numerous Success Criteria for a Mature Voice of the Customer Program that we have obtained from objective practice consultants: Executive Sponsorship Financial Results Cultural Adoption Operational Adoption Lara to add One of the innovative leading elements of our program is our cultural adoption – one of the harder elements but easier here because of the culture Larissa nurtures from the top down We are selling this – this gives us a new conversation to have with customers But our program is not without challenges – we need to skip the plateau and jump start innovation