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• Cognizant Reports




Network Transformation:
Opportunities and Challenges for NEPs
   Executive Summary                                     offers both promising opportunities and a set of
                                                         challenges. NEPs need to understand and identify
   Communication service providers (CSPs) have
                                                         gaps that impede CSPs’ time-to-market aspira-
   traditionally owned and operated networks, while
                                                         tions and develop new, customized solutions
   network equipment providers (NEPs) provided
                                                         quickly and cost-effectively. Increasing network
   network equipment and services such as instal-
                                                         complexity — demand for equipment that can
   lation and maintenance. The convergence of IT,
                                                         handle multiple services around voice, data and
   telecom and media has led to the development of
                                                         video and the pressure to offer differentiat-
   new products (smartphones, tablets, etc.) that are
                                                         ing solutions — requires NEPs to augment their
   driving the demand for both data and personal-
                                                         current offerings.
   ized services. CSPs are also impacted by the rise
   of over-the-top (OTT) players1 such as Google,
                                                         NEPs would do well to partner with Tier 1 consulting
   Yahoo and Skype, which use CSP networks to
                                                         firms that can bring complementary capabilities
   provide services directly to consumers. This
                                                         in enterprise systems integration and develop dif-
   forces CSPs to offer more differentiated services
                                                         ferentiating software to address key business and
   to retain customers.
                                                         operational challenges. This will enhance NEP
   CSPs are transforming their networks, existing        offerings and allow them to approach CSPs with
   systems and processes to support next-genera-         a complete set of solutions that help deliver next-
   tion services and are rapidly entering the cloud      generation services smoothly and quickly.
   ecosystem. They are actively seeking partners
   to help them quickly and cost-effectively serve
                                                         CSPs: Treading a Difficult Path
   customer demands, create new revenue-gener-           The business environment has never been so
   ation opportunities and improve time-to-market        challenging for CSPs. They are grappling with
   for new service deployments. As CSPs spend            declining average revenue per user (ARPU) in the
   most of their budgets on procuring equipment          wireless voice area (see Figure 1) and increasing
   and related services from vendors, it is logical to   competition from non-traditional players such
   expect NEPs to offer CSPs end-to-end solutions        as mobile virtual network operators (MVNO) and
   — managed services ranging from consulting, to        OTT providers, such as Skype, Yahoo and Google
   operations support systems and business support       (see Figure 2).
   systems (OSS/BSS) integration.
                                                         Even while dealing with these challenges,
   For NEPs that are challenged by the decline in the    CSPs must keep pace with growing technology
   traditional equipment business, this development      complexity and a mounting mobile broadband




   cognizant reports | june 2011
Data Grows as Voice Declines

      $60.00

      $50.00

      $40.00

      $30.00

      $20.00                                                                                                           Q2 2013


      $10.00

          $0
           Q1 4




           Q1 5




           Q1 6




           Q1 8




            Q1 9
           Q4 4



           Q3 5
           Q4 5



           Q3 6
           Q4 6




           Q3 8
           Q4 8
           Q1 7




           Q3 9
           Q4 9
           Q3 7
           Q4 7
           Q2 5




            Q1 0
           Q2 6




           Q2 8



             09
           Q2 7




           Q3 0
           Q4 0
           Q2 0



               11
              0
              0
              0
              0




              0
              0

              0
              0




              0




              0
             0




              0
              0




              0
              0
             0
             0
             0
             0




             0




             0




              1
              1
              1
              1
           Q3




           Q2
                 Data ARPU*            Voice ARPU             Linear Data ARPU        Linear Voice ARPU

* Average revenue per user
Source: “U.S. Wireless Data Market, Q1 2011 Update,” Chetan Sharma Consulting
Figure 1


customer base, which is expected to reach one                                transform their legacy systems that hinder new
billion by 2013 (see Figure 3). At the same time,                            product launches and enable rapid provisioning
they must fulfill demand for ubiquitous and                                  of new services. They need to work closely with
customized services that go beyond wireless voice                            their partners and develop customized, scalable
telephony, to offset a decline in traditional fixed                          end-to-end solutions. This way, they can reduce
business revenues. As a result, CSPs are under                               costs, improve time-to-market and accommodate
pressure to roll out next-generation networks and                            new solutions with minimum integration issues as
services with aggressive deployment schedules                                they move toward an all-IP environment.
and reduced time-to-market.
                                                                             For NEPs, the closest and biggest vendors to
With pressure looming to reduce capital expendi-                             CSPs, this provides an opportunity to strengthen
ture (Cap-Ex) and operating expenditure (Op-Ex),                             their strategic partnerships with CSPs.
CSPs are looking for partners that can help them


Key Challenges for CSPs

                            Dealing with regulatory issues           7%

                                      Network congestion                   13%

                              Sustaining profitable growth                           20%

                 Keeping pace with new technology trends                             20%

           Reducing complexity of the company's structure                                    30%

                                  Reduced time-to-market                                     30%

                          Growing customer expectations                                              37%

                                  Efficiency improvement                                                  40%

                                 Intensifying competition                                                        57%

                                                             0%            15%             30%             45%   60%


Source: Frost & Sullivan
Figure 2



                                          cognizant reports                      2
Worldwide Mobile Broadband Subscriptions Growing Unabated

                                                                                                                             1.000
                                         1.000
                                                         Include HSPA, W-CDMA,
                                                         CDMA2000 and EV-DO technologies                          .800
                                          .750                                                       .694

             Subscribers (in billions)
                                                                                            .505
                                         .500

                                                                                 .306
                                         .250                      .204
                                                       .100

                                            0
                                                       CY07        CY08          CY09        CY10     CY11            CY12    CY13


Source: Infonetics Research, March 2009
Figure 3


Imperatives for Change                                                                       providers such as Huawei and ZTE have aggres-
                                                                                             sively expanded to European and North American
The last five years have been especially chal-
                                                                                             markets, taking away market share from the likes
lenging for NEPs. In the aftermath of the global
                                                                                             of Ericsson, Nokia-Siemens Networks (NSN) and
economic downturn, NEPs have seen a significant
                                                                                             Alcatel-Lucent. While Ericsson, Alcatel-Lucent and
reduction in margins from their core business
                                                                                             NSN incurred losses or remained flat, Huawei’s
and an overall decline in equipment sales. This
                                                                                             revenues grew at CAGR of 29% during 2006-2010
has forced many companies to diversify beyond
                                                                                             (see Figure 4).
equipment to offer a range of managed and pro-
fessional services to CSPs.                                                                  NEPs are also impacted by the consolidation of
                                                                                             CSPs (including cross-border transactions), which
The emergence of low-cost players, for example,
                                                                                             has left in its wake fewer CSPs that are bigger
has made pricing in the highly competitive
                                                                                             in size and wield enormous bargaining power,
NEP market even more cut-throat. Leveraging
                                                                                             resulting in reduced profit margins.
their low-cost advantage, Chinese equipment



NEP Ups and Downs

         40.00%

                                                                                                                               31.90%
                                                                                                             29.24%
         30.00%


         20.00%


         10.00%                                  6.83%
                                                                       3.12%

            0%

                                                                                           -9.06%
         -10.00%
                                                 ALU                  Ericsson              NSN              Huawei              ZTE


*Revenue growth rates, 2006-2010.
Source: Cognizant Research Center
Figure 4



                                                              cognizant reports               3
The rapidly evolving technological landscape has     success. NEPs have a vested interest in CSPs
               seen increased demand from CSPs to deliver new       being able to shrink time-to-market for new ser-
               products quickly and at lower costs. This means      vices and accelerate their equipments’ return on
               NEPs need to focus even more on ensuring             investment. NEPs should leverage their trusted
               that their products support growing network          partner status with CSPs and bring them inte-
               complexity and interoperability. Thus, working       grated solutions consisting of not only equipment
               closer with CSPs and being part of their success     but also the enabling OSS/BSS infrastructure.
               has never been so important for NEPs.                NEPs that partner with CSPs in shrinking their
                                                                    time-to-market set themselves apart. In cases
               New Opportunity Beckons NEPs                         where the NEP already possesses OSS/BSS capa-
           The emergence of new technologies (3G, LTE,              bilities, they need to bring systems integration
           etc.) requires CSPs to support wireless, VoIP,           services to help the CSP with transformation.
           video, high-speed data, a host of digital media
           applications and other services across numerous          NEPs can also help Tier 2 CSPs that do not
           consumer and business devices. CSPs must con-            possess cloud computing expertise to offer cloud
           tinuously monitor service performance, add               solutions to large and medium-size businesses
           bandwidth on-demand, provision new services              and government organizations.
           and features quickly, and track customer usage
                               and charge them appropri-            The Way Forward for NEPs
NEPs should leverage ately. This has increased                      To remain competitive, NEPs need to vertically
                                                                    integrate their equipment by supporting next-level
their size and scale of the complexity of their                     OSS/BSS solutions and offer systems integration
                               operations     and    billing
operations to emerge procedures.                                    and testing services to present a complete solu-
as a one-stop-shop for                                              tion to CSPs. Getting there means they will have
                                     Legacy OSS/BSS systems         to battle it out with big IT services firms, which
    network equipment                hinder the quick roll-out of   are usually preferred by CSPs for high-level OSS/
and support OSS/BSS                  new services, as they need     BSS transformation because of their considerable
  solutions by focusing              to be configured and tested    experience in building and delivering new and
                                     rigorously. This involves      more cost-effective IT and business capabilities.
 on sub-segments that                costs and delays the launch
  are expected to grow               of new services, challeng-     The OSS/BSS market has evolved tremen-
          more rapidly.              ing the CSPs’ objective of     dously, along with changing technologies. The
                                     gaining quick market share     global market is expected to reach $22 billion in
                                     and profits. CSPs might        revenues by 2013.3 North America will continue
               choose instead to deploy new OSS/ BSS systems        to be the largest market for OSS/BSS solutions
               while retaining their existing legacy systems, but   because of its substantial and growing demand
               this approach creates a complex environment          for data and video. However, the market remains
               with several multi-vendor systems (hardware          highly fragmented, with more than 400 vendors,4
               and software) that operate in silos, each silo       mostly specializing in niche services. NEPs should
               supporting only a subset of services.                leverage their size and scale of operations to
                                                                    emerge as a one-stop-shop for network equipment
               OSS/BSS systems can be an enabler of a CSP’s         and support OSS/BSS solutions by focusing on
               competitive advantage, but integrating legacy        sub-segments that are expected to grow more
               systems with new systems can prove to be a           rapidly, such as performance management, pro-
               big challenge. These challenges portend a huge       visioning and service activation and inventory
               opportunity for telecom software systems integra-    management.
               tion in the next five years, according to a report
               by Analysys Mason.2                                  NEPs can achieve this by adopting any of the
                                                                    following strategies:
               OSS/BSS transformation is vital for CSPs to
               improve customer experience, sustain competi-        •   Capability acquisition: One direct way to
               tive edge, manage end-to-end service quality and         enhance the product portfolio is to acquire
               reduce Op-Ex by optimizing systems and stream-           companies possessing capabilities such as
               lining business processes.                               system integration and software development.
                                                                        However, this can be an expensive proposition
               From the NEP perspective, they see the CSPs’             and may not be the best choice for NEPs that
               OSS/BSS transformation as critical to their own          have already invested heavily in future tele-


                                            cognizant reports       4
communications technologies. Further, this          services and provide access to the latest technol-
     strategy is delay-prone and is usually accom-       ogies and other resources on-demand. This will
     panied by post-merger integration challenges.       help in anticipating the future needs of CSPs and
                                                         making sure that the new solutions require less
•    Partnerships: The other alternative is to enter
                                                         intensive integration effort, support multi-vendor
     into a strategic partnership with companies
                                                         and multi-domain management and meet CSPs’
     that have complementary capabilities. This
                                                         regulatory/compliance standards.
     approach involves less complexity and allows
     NEPs and their partners to focus on their           Partnerships should be sought with companies
     core competencies, while still delivering an        willing to make combined investments in the co-
     end-to-end solution to CSPs.                        development of solution accelerators and differ-
                                                         entiating intellectual property.
Choosing the Right Partner                                                                 NEPs should seek
Traditionally, NEPs have relied on in-house capa-        Conclusion
bilities for core activities such as software devel-
                                                                                           capabilities in areas
                                                         The increase in the number
opment, hardware design, platform validation and         of connected devices and          such as consulting
other related services. It takes at least two to three   CSPs’ focus on enhanced user      services that extend
years to design and build a telecom system using
proprietary platforms and in-house R&D, followed
                                                         experience and improving          beyond current
                                                         business efficiencies to fend
by integration. Such a set-up is no longer viable,       off threat from non-tradi-        products and
as it consumes huge amounts of time, money and           tional players will drive the     services and provide
human effort, along with the accompanying need
to continually upgrade internal skills to keep pace
                                                         demand for OSS/BSS systems.       access to the latest
                                                         As core suppliers of network
with rapidly growing technology.                         equipment, NEPs are well          technologies and
The ideal partner enables an NEP to react to
                                                         positioned to take advantage      other resources
customer demands effectively and efficiently and
                                                         of this opportunity to offer      on-demand.
                                                         end-to-end solutions that can
allow them to focus on developing highly differen-
                                                         solve CSPs’ complex communication challenges
tiating solutions. Hence, it is important to choose
                                                         in the converged communications era.
Tier 1 companies with a strong and proven record
in software development capabilities, expertise in       Rapid technology explosion and increasing
the telecom domain and a global presence.                demand for end-to-end solutions from CSPs
                                                         require NEPs to deliver new solutions at an
Preference should be given to partners that exhibit
                                                         improved rate. Partnering with firms that can
considerable experience in systems integration,
                                                         provide requisite resources to cope with the
a deep understanding of CSPs and the ability
                                                         technological and time-to-market pressures and
to provide pre-integrated and pre-configured
                                                         compete effectively in a marketplace should be
solutions that reduce time-to-deployment. NEPs
                                                         viewed as a long-term strategy.
should seek capabilities in areas such as consulting
services that extend beyond current products and




Footnotes
1
    Definition from Wikipedia: “Content, services and applications in a video environment where the
    delivery occurs over an alternative means than the main video delivery infrastructure, such as
    accessing content or applications through the Internet.”
2
    Glen Ragoonanan, “Systems Integration: Multi-Vendor and Legacy Complexities Sustain Spend,”
    Analysys Mason, February 2011.
3
    “Global Trends: Market Consolidation Continues,” Tele.net.in.com, December 15, 2010.
4
    “Global OSS/BSS Software Market 2010-2014,” Infiniti Research Limited, February 2011.



                                cognizant reports        5
Bibliography
“U.S. Mobile Data Market Update Q1 2011,” Chetan Sharma Consulting, May 9, 2011.

Jessica Scarpati, “Next-Generation OSS Platforms: Faster Time to Market for New Services,”
SearchTelecom.com, April 20, 2011.

“AT&T’s T-Mobile Purchase May Crimp Margins for Ericsson, NSN,” Bloomberg.com, March 22, 2011.

“IDATE Forecasts 371 Million Superfast LTE Mobile Broadband Subscribers in 2015,” ISPreview.com,
February 15, 2011.

“OSS/BSS Integration: The Building Block of the Era of ‘Big Data,’” Frost & Sullivan, 2010.

Stepan Breedveld, Ron Nicol and Maikel Wilms, “Integrated Multi-Vendor Management,” Boston
Consulting Group, August 2010.

“Interview: Erwan Ménard of Hewlett-Packard,” Global Telecoms Business, September 8, 2009.

Glen Ragoonanan, “Next-Generation OSS/BSS Transformation is the Key to Staying Competitive,”
Analysys Mason, October 21, 2008.

Jeff Cotrupe, “OSS Service Delivery Platforms: New Services Launch Pads,” SearchTelecom.com,
Sept. 15, 2008.

Tom Nolle, “The Changing Requirements of Telecom Operations and Business Support Systems,”
SearchTelecom.com, 2008.

Michael Matthews, “Mind the Gap: Between BSS/OSS,” BillingOSS.com, 2006.

“It’s Not About Telecom,” Voice&Data.com, June 5, 2006.




Author
Vinaya Kumar Mylavarapu, Cognizant Research Center

Research Analyst
Pranay Singh, Cognizant Research Center

Communications Industry Expert
Prashant Yagnavajhala, Director, Cognizant Communications Business Unit




About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-
sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50
delivery centers worldwide and approximately 111,000 employees as of March 31, 2011, Cognizant is a member of the
NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and
fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.



                                         World Headquarters                  European Headquarters                 India Operations Headquarters
                                         500 Frank W. Burr Blvd.             Haymarket House                       #5/535, Old Mahabalipuram Road
                                         Teaneck, NJ 07666 USA               28-29 Haymarket                       Okkiyam Pettai, Thoraipakkam
                                         Phone: +1 201 801 0233              London SW1Y 4SP UK                    Chennai, 600 096 India
                                         Fax: +1 201 801 0243                Phone: +44 (0) 20 7321 4888           Phone: +91 (0) 44 4209 6000
                                         Toll Free: +1 888 937 3277          Fax: +44 (0) 20 7321 4890             Fax: +91 (0) 44 4209 6060
                                         Email: inquiry@cognizant.com        Email: infouk@cognizant.com           Email: inquiryindia@cognizant.com


© Copyright 2011, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.

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Network Transformation: Opportunities and Challenges for NEPs

  • 1. • Cognizant Reports Network Transformation: Opportunities and Challenges for NEPs Executive Summary offers both promising opportunities and a set of challenges. NEPs need to understand and identify Communication service providers (CSPs) have gaps that impede CSPs’ time-to-market aspira- traditionally owned and operated networks, while tions and develop new, customized solutions network equipment providers (NEPs) provided quickly and cost-effectively. Increasing network network equipment and services such as instal- complexity — demand for equipment that can lation and maintenance. The convergence of IT, handle multiple services around voice, data and telecom and media has led to the development of video and the pressure to offer differentiat- new products (smartphones, tablets, etc.) that are ing solutions — requires NEPs to augment their driving the demand for both data and personal- current offerings. ized services. CSPs are also impacted by the rise of over-the-top (OTT) players1 such as Google, NEPs would do well to partner with Tier 1 consulting Yahoo and Skype, which use CSP networks to firms that can bring complementary capabilities provide services directly to consumers. This in enterprise systems integration and develop dif- forces CSPs to offer more differentiated services ferentiating software to address key business and to retain customers. operational challenges. This will enhance NEP CSPs are transforming their networks, existing offerings and allow them to approach CSPs with systems and processes to support next-genera- a complete set of solutions that help deliver next- tion services and are rapidly entering the cloud generation services smoothly and quickly. ecosystem. They are actively seeking partners to help them quickly and cost-effectively serve CSPs: Treading a Difficult Path customer demands, create new revenue-gener- The business environment has never been so ation opportunities and improve time-to-market challenging for CSPs. They are grappling with for new service deployments. As CSPs spend declining average revenue per user (ARPU) in the most of their budgets on procuring equipment wireless voice area (see Figure 1) and increasing and related services from vendors, it is logical to competition from non-traditional players such expect NEPs to offer CSPs end-to-end solutions as mobile virtual network operators (MVNO) and — managed services ranging from consulting, to OTT providers, such as Skype, Yahoo and Google operations support systems and business support (see Figure 2). systems (OSS/BSS) integration. Even while dealing with these challenges, For NEPs that are challenged by the decline in the CSPs must keep pace with growing technology traditional equipment business, this development complexity and a mounting mobile broadband cognizant reports | june 2011
  • 2. Data Grows as Voice Declines $60.00 $50.00 $40.00 $30.00 $20.00 Q2 2013 $10.00 $0 Q1 4 Q1 5 Q1 6 Q1 8 Q1 9 Q4 4 Q3 5 Q4 5 Q3 6 Q4 6 Q3 8 Q4 8 Q1 7 Q3 9 Q4 9 Q3 7 Q4 7 Q2 5 Q1 0 Q2 6 Q2 8 09 Q2 7 Q3 0 Q4 0 Q2 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 Q3 Q2 Data ARPU* Voice ARPU Linear Data ARPU Linear Voice ARPU * Average revenue per user Source: “U.S. Wireless Data Market, Q1 2011 Update,” Chetan Sharma Consulting Figure 1 customer base, which is expected to reach one transform their legacy systems that hinder new billion by 2013 (see Figure 3). At the same time, product launches and enable rapid provisioning they must fulfill demand for ubiquitous and of new services. They need to work closely with customized services that go beyond wireless voice their partners and develop customized, scalable telephony, to offset a decline in traditional fixed end-to-end solutions. This way, they can reduce business revenues. As a result, CSPs are under costs, improve time-to-market and accommodate pressure to roll out next-generation networks and new solutions with minimum integration issues as services with aggressive deployment schedules they move toward an all-IP environment. and reduced time-to-market. For NEPs, the closest and biggest vendors to With pressure looming to reduce capital expendi- CSPs, this provides an opportunity to strengthen ture (Cap-Ex) and operating expenditure (Op-Ex), their strategic partnerships with CSPs. CSPs are looking for partners that can help them Key Challenges for CSPs Dealing with regulatory issues 7% Network congestion 13% Sustaining profitable growth 20% Keeping pace with new technology trends 20% Reducing complexity of the company's structure 30% Reduced time-to-market 30% Growing customer expectations 37% Efficiency improvement 40% Intensifying competition 57% 0% 15% 30% 45% 60% Source: Frost & Sullivan Figure 2 cognizant reports 2
  • 3. Worldwide Mobile Broadband Subscriptions Growing Unabated 1.000 1.000 Include HSPA, W-CDMA, CDMA2000 and EV-DO technologies .800 .750 .694 Subscribers (in billions) .505 .500 .306 .250 .204 .100 0 CY07 CY08 CY09 CY10 CY11 CY12 CY13 Source: Infonetics Research, March 2009 Figure 3 Imperatives for Change providers such as Huawei and ZTE have aggres- sively expanded to European and North American The last five years have been especially chal- markets, taking away market share from the likes lenging for NEPs. In the aftermath of the global of Ericsson, Nokia-Siemens Networks (NSN) and economic downturn, NEPs have seen a significant Alcatel-Lucent. While Ericsson, Alcatel-Lucent and reduction in margins from their core business NSN incurred losses or remained flat, Huawei’s and an overall decline in equipment sales. This revenues grew at CAGR of 29% during 2006-2010 has forced many companies to diversify beyond (see Figure 4). equipment to offer a range of managed and pro- fessional services to CSPs. NEPs are also impacted by the consolidation of CSPs (including cross-border transactions), which The emergence of low-cost players, for example, has left in its wake fewer CSPs that are bigger has made pricing in the highly competitive in size and wield enormous bargaining power, NEP market even more cut-throat. Leveraging resulting in reduced profit margins. their low-cost advantage, Chinese equipment NEP Ups and Downs 40.00% 31.90% 29.24% 30.00% 20.00% 10.00% 6.83% 3.12% 0% -9.06% -10.00% ALU Ericsson NSN Huawei ZTE *Revenue growth rates, 2006-2010. Source: Cognizant Research Center Figure 4 cognizant reports 3
  • 4. The rapidly evolving technological landscape has success. NEPs have a vested interest in CSPs seen increased demand from CSPs to deliver new being able to shrink time-to-market for new ser- products quickly and at lower costs. This means vices and accelerate their equipments’ return on NEPs need to focus even more on ensuring investment. NEPs should leverage their trusted that their products support growing network partner status with CSPs and bring them inte- complexity and interoperability. Thus, working grated solutions consisting of not only equipment closer with CSPs and being part of their success but also the enabling OSS/BSS infrastructure. has never been so important for NEPs. NEPs that partner with CSPs in shrinking their time-to-market set themselves apart. In cases New Opportunity Beckons NEPs where the NEP already possesses OSS/BSS capa- The emergence of new technologies (3G, LTE, bilities, they need to bring systems integration etc.) requires CSPs to support wireless, VoIP, services to help the CSP with transformation. video, high-speed data, a host of digital media applications and other services across numerous NEPs can also help Tier 2 CSPs that do not consumer and business devices. CSPs must con- possess cloud computing expertise to offer cloud tinuously monitor service performance, add solutions to large and medium-size businesses bandwidth on-demand, provision new services and government organizations. and features quickly, and track customer usage and charge them appropri- The Way Forward for NEPs NEPs should leverage ately. This has increased To remain competitive, NEPs need to vertically integrate their equipment by supporting next-level their size and scale of the complexity of their OSS/BSS solutions and offer systems integration operations and billing operations to emerge procedures. and testing services to present a complete solu- as a one-stop-shop for tion to CSPs. Getting there means they will have Legacy OSS/BSS systems to battle it out with big IT services firms, which network equipment hinder the quick roll-out of are usually preferred by CSPs for high-level OSS/ and support OSS/BSS new services, as they need BSS transformation because of their considerable solutions by focusing to be configured and tested experience in building and delivering new and rigorously. This involves more cost-effective IT and business capabilities. on sub-segments that costs and delays the launch are expected to grow of new services, challeng- The OSS/BSS market has evolved tremen- more rapidly. ing the CSPs’ objective of dously, along with changing technologies. The gaining quick market share global market is expected to reach $22 billion in and profits. CSPs might revenues by 2013.3 North America will continue choose instead to deploy new OSS/ BSS systems to be the largest market for OSS/BSS solutions while retaining their existing legacy systems, but because of its substantial and growing demand this approach creates a complex environment for data and video. However, the market remains with several multi-vendor systems (hardware highly fragmented, with more than 400 vendors,4 and software) that operate in silos, each silo mostly specializing in niche services. NEPs should supporting only a subset of services. leverage their size and scale of operations to emerge as a one-stop-shop for network equipment OSS/BSS systems can be an enabler of a CSP’s and support OSS/BSS solutions by focusing on competitive advantage, but integrating legacy sub-segments that are expected to grow more systems with new systems can prove to be a rapidly, such as performance management, pro- big challenge. These challenges portend a huge visioning and service activation and inventory opportunity for telecom software systems integra- management. tion in the next five years, according to a report by Analysys Mason.2 NEPs can achieve this by adopting any of the following strategies: OSS/BSS transformation is vital for CSPs to improve customer experience, sustain competi- • Capability acquisition: One direct way to tive edge, manage end-to-end service quality and enhance the product portfolio is to acquire reduce Op-Ex by optimizing systems and stream- companies possessing capabilities such as lining business processes. system integration and software development. However, this can be an expensive proposition From the NEP perspective, they see the CSPs’ and may not be the best choice for NEPs that OSS/BSS transformation as critical to their own have already invested heavily in future tele- cognizant reports 4
  • 5. communications technologies. Further, this services and provide access to the latest technol- strategy is delay-prone and is usually accom- ogies and other resources on-demand. This will panied by post-merger integration challenges. help in anticipating the future needs of CSPs and making sure that the new solutions require less • Partnerships: The other alternative is to enter intensive integration effort, support multi-vendor into a strategic partnership with companies and multi-domain management and meet CSPs’ that have complementary capabilities. This regulatory/compliance standards. approach involves less complexity and allows NEPs and their partners to focus on their Partnerships should be sought with companies core competencies, while still delivering an willing to make combined investments in the co- end-to-end solution to CSPs. development of solution accelerators and differ- entiating intellectual property. Choosing the Right Partner NEPs should seek Traditionally, NEPs have relied on in-house capa- Conclusion bilities for core activities such as software devel- capabilities in areas The increase in the number opment, hardware design, platform validation and of connected devices and such as consulting other related services. It takes at least two to three CSPs’ focus on enhanced user services that extend years to design and build a telecom system using proprietary platforms and in-house R&D, followed experience and improving beyond current business efficiencies to fend by integration. Such a set-up is no longer viable, off threat from non-tradi- products and as it consumes huge amounts of time, money and tional players will drive the services and provide human effort, along with the accompanying need to continually upgrade internal skills to keep pace demand for OSS/BSS systems. access to the latest As core suppliers of network with rapidly growing technology. equipment, NEPs are well technologies and The ideal partner enables an NEP to react to positioned to take advantage other resources customer demands effectively and efficiently and of this opportunity to offer on-demand. end-to-end solutions that can allow them to focus on developing highly differen- solve CSPs’ complex communication challenges tiating solutions. Hence, it is important to choose in the converged communications era. Tier 1 companies with a strong and proven record in software development capabilities, expertise in Rapid technology explosion and increasing the telecom domain and a global presence. demand for end-to-end solutions from CSPs require NEPs to deliver new solutions at an Preference should be given to partners that exhibit improved rate. Partnering with firms that can considerable experience in systems integration, provide requisite resources to cope with the a deep understanding of CSPs and the ability technological and time-to-market pressures and to provide pre-integrated and pre-configured compete effectively in a marketplace should be solutions that reduce time-to-deployment. NEPs viewed as a long-term strategy. should seek capabilities in areas such as consulting services that extend beyond current products and Footnotes 1 Definition from Wikipedia: “Content, services and applications in a video environment where the delivery occurs over an alternative means than the main video delivery infrastructure, such as accessing content or applications through the Internet.” 2 Glen Ragoonanan, “Systems Integration: Multi-Vendor and Legacy Complexities Sustain Spend,” Analysys Mason, February 2011. 3 “Global Trends: Market Consolidation Continues,” Tele.net.in.com, December 15, 2010. 4 “Global OSS/BSS Software Market 2010-2014,” Infiniti Research Limited, February 2011. cognizant reports 5
  • 6. Bibliography “U.S. Mobile Data Market Update Q1 2011,” Chetan Sharma Consulting, May 9, 2011. Jessica Scarpati, “Next-Generation OSS Platforms: Faster Time to Market for New Services,” SearchTelecom.com, April 20, 2011. “AT&T’s T-Mobile Purchase May Crimp Margins for Ericsson, NSN,” Bloomberg.com, March 22, 2011. “IDATE Forecasts 371 Million Superfast LTE Mobile Broadband Subscribers in 2015,” ISPreview.com, February 15, 2011. “OSS/BSS Integration: The Building Block of the Era of ‘Big Data,’” Frost & Sullivan, 2010. Stepan Breedveld, Ron Nicol and Maikel Wilms, “Integrated Multi-Vendor Management,” Boston Consulting Group, August 2010. “Interview: Erwan Ménard of Hewlett-Packard,” Global Telecoms Business, September 8, 2009. Glen Ragoonanan, “Next-Generation OSS/BSS Transformation is the Key to Staying Competitive,” Analysys Mason, October 21, 2008. Jeff Cotrupe, “OSS Service Delivery Platforms: New Services Launch Pads,” SearchTelecom.com, Sept. 15, 2008. Tom Nolle, “The Changing Requirements of Telecom Operations and Business Support Systems,” SearchTelecom.com, 2008. Michael Matthews, “Mind the Gap: Between BSS/OSS,” BillingOSS.com, 2006. “It’s Not About Telecom,” Voice&Data.com, June 5, 2006. Author Vinaya Kumar Mylavarapu, Cognizant Research Center Research Analyst Pranay Singh, Cognizant Research Center Communications Industry Expert Prashant Yagnavajhala, Director, Cognizant Communications Business Unit About Cognizant Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out- sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50 delivery centers worldwide and approximately 111,000 employees as of March 31, 2011, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant. World Headquarters European Headquarters India Operations Headquarters 500 Frank W. Burr Blvd. Haymarket House #5/535, Old Mahabalipuram Road Teaneck, NJ 07666 USA 28-29 Haymarket Okkiyam Pettai, Thoraipakkam Phone: +1 201 801 0233 London SW1Y 4SP UK Chennai, 600 096 India Fax: +1 201 801 0243 Phone: +44 (0) 20 7321 4888 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 20 7321 4890 Fax: +91 (0) 44 4209 6060 Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com © Copyright 2011, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.