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Telecom Managed Services: Network Outsourcing Enters Its Third Phase

Description: This report analyzes the three phases in the development of the network outsourcing market, providing the drivers for the industry's evolution into its third phase. By analyzing the experience of three operators from a combination of developed and emerging markets (E-Plus, BASE and Bharti), this report assesses the impact that network outsourcing has had on performance of telecom operators, both from a financial as well as a competitive point of view. To uncover trends in network outsourcing, Pyramid Research examined all telecom managed services deals announced since 2002 by the top three suppliers, Alcatel-Lucent, Ericsson and NSN -- in total 191 contracts. The report concludes by analyzing these three network outsourcing players separately. Key findings include: - Following several years of adoption by operators looking for major cost savings, network outsourcing is now in its third phase of development. This phase is characterized by a greater focus by operators on how to adapt to the changing dynamics of the industry and position themselves better for future opportunities. - Drivers of third-phase outsourcing include network sharing and the emergence of over-the-top applications such as social networking that can, if allowed, bypass operators almost entirely. - Western Europe leads the world in the sheer number of network outsourcing deals announced. More than one-third of signed contracts have been in Western Europe, with certain countries such as the Netherlands at the forefront of the industry's development. Nevertheless, the mix of outsourcing operators is beginning to widen. Western Europe will remain the leader in the short term, but emerging markets such as Africa and the Middle East, Central and Eastern Europe and Latin America are falling in step. Even more exciting in terms of the overall credibility of the model is the openness of US players such as Sprint. - To date, outsourcing is still mostly about the mobile business. Of the deals analyzed, 70% involved a mobile player, and mobile challengers outnumbered mobile market leaders by a factor of nearly 4 to 1. This, however, is changing, which promises to inject more excitement into the competition among the suppliers of these services, and Ericsson's leadership will come under greater assault by its more diversified, convergence-minded competitors. - On a competitive basis, trends generally favor Ericsson to maintain its market lead as third-phase outsourcing draws on the Swedish company's credibility in network sharing deals. That the market has so far been largely mobile and West European plays quite nicely to Ericsson's strengths. Pyramid Research believes West European mobile players will continue to drive the market. Moreover, the fact that Ericsson was able to sign the Sprint deal -- which calls for it to manage multiple networks, including the operator's wireline network -- suggests that Ericsson may be successful at branching into wireline outsourcing, a key area going forward. NSN and Alcatel-Lucent must differentiate the value they offer customers, not simply their technology portfolios. Finally, we look forward to seeing how Huawei will position itself in this market, one that asks significantly more of its providers than cost savings. Key Questions Answered - What are the key drivers for growth in the telecom managed services business? What benefits does the use of independent third parties to perform network infrastructure management provide? - How are mobile operators using network outsourcing to drive growth and profits? - What are the characteristics of successful managed network service providers? - What are the core strategies successful managed network service providers rely on to boost

revenue? How do the top three players -- Ericsson, Nokia Siemens Networks and Alcatel-Lucent -- compare? - Where is the network management outsourcing business going? How is it changing? - What can network services providers do to differentiate their practices? Case studies - E-Plus (Germany) - BASE (Belgium) - Bharti (India) - Ericsson - Nokia Siemens Networks - Alcatel-Lucent Target audience Telecom network outsourcing providers: Gain a fresh perspective on where the telecom managed network services industry is going and the challenges that lie ahead. Identify successful strategies for introducing and promoting advanced, high-margin services to network operators; draw on the experience of others in helping your clients grow and prosper. This report will help you position your telecom manage services optimally and choose the strategies that have proven successful with the various types of carrier. Learn how the outsourcing market is shifting from mobile toward wireline. Network operators: Learn how managed services and network sharing can offer cost benefits and revenue opportunities. Understand how network outsourcing can provide a number of other less direct benefits, such as faster time to market. Anticipate changes in the telecom managed network services industry and indentify which services vendors have the global skills and capability to deliver the optimal value proposition. Understand why outsourcing your network management allows you to shift your focus to the areas that matter the most, particularly your relationship with the customer, and why it can help offset the consequences of over-the-top applications. Investors: Receive a thorough grounding in the salient issues facing managed network services in both mature and emerging markets today. Use this analysis to understand who is best positioned to succeed and to assess upcoming opportunities. Compare the services businesses of the top three suppliers and assess whether they are addressing the real needs of particular markets. Equipment and application providers: Develop an understanding of how the role of telecom managed network services is evolving in the global market, and how this will affect your market leverage over both the short and long terms. Use these insights to successfully position your offerings and enhance your value proposition.

Contents:

Acronyms and abbreviations Executive summary Section 1: Three phases of network outsourcing 1.1 In the beginning it was simple: phase one and two outsourcing 1.2 Outsourcing deals during the first and second phases 1.3 Phase three outsourcing Section 2: Understanding the value of outsourcing to an operator's business 2.1 E-Plus: Aggressive marketing in an otherwise glum German market 2.2 BASE: Significant market share gains, but tough conditions remain 2.3 Bharti: Innovating the outsourcing model

Section 3: The competitive picture for network outsourcing 3.1 Ericsson: Still number one 3.2 Nokia Siemens Networks: Tough financial situation 3.3 Alcatel-Lucent: Time to be different Related resources Table of exhibits Exhibit 1: The phases of outsourcing Exhibit 2: Breakdown of publicly announced managed services customers* by operator type, to March 2010 Exhibit 3: Publicly announced managed services customers to date, by operator type Exhibit 4: Regional breakdown of publicly announced managed services customers, to March 2010 Exhibit 5: Regional breakdown of publicly announced managed services customers, to date Exhibit 6: Publicly announced managed services customers, by country Exhibit 7: Different types of network sharing arrangements Exhibit 8: Select network sharing deals, to date Exhibit 9: The business model for network outsourcing Exhibit 10: Total mobile service revenue in Germany, 2005-2014 Exhibit 11: Subscription market shares in Germany, 2001-2008 Exhibit 12: E-Plus' cost per subscriber, 2004-2009 Exhibit 13: E-Plus' revenue per employee, 2004-2009 Exhibit 14: Total mobile service revenue in Belgium, 2005-2014 Exhibit 15: Subscription market shares in Belgium, 2001-2008 Exhibit 16: BASE's cost per subscriber, 2004-2008 Exhibit 17: BASE's revenue per employee, 2004-2008 Exhibit 18: Mobile subscriptions in India, 2005-2014 Exhibit 19: Subscription market shares in India, 2001-2008 Exhibit 20: Bharti's cost per subscriber, 2004-2008 Exhibit 21: Comparison of services business across top three suppliers Exhibit 22: Ericsson's operating margins by business unit, 2006-2009 Exhibit 23: Ericsson sales by business segment, 2007-2009 Exhibit 24: SWOT analysis of Ericsson's services business Exhibit 25: NSN's total revenue and services revenue, 2007-2009 Exhibit 26: SWOT analysis of NSN's services business Exhibit 27: Alcatel-Lucent profit margins by business unit, 2006-2009 Exhibit 28: Alcatel-Lucent's total and services revenues, 2007-2009 Exhibit 29: SWOT analysis of Alcatel-Lucent's services business

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