Monetize diferentiate and create value for your customers short version

MONETIZE YOUR NETWORK
DIFFERENTIATE & CREATE VALUE FOR YOUR CUSTOMERS
Iulian COSTEA – Head of Customer Marketing Middle East, Alcatel-lucent
iulian.costea@alcatel-lucent.com

December 2012

COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — CONFIDENTIAL — SOLELY FOR AUTHORIZED PERSONS HAVING A NEED TO KNOW — PROPRIETARY — USE PURSUANT TO COMPANY
INSTRUCTION

AGENDA

1. TELECOM INDUSTRY TRENDS – OPPORTUNITY OR CHALLENGE

2. THE RIGHT STRATEGY TOUCHES BOTH DIMENSIONS OF YOUR BUSINESS –
TOP LINE AND BOTTOM LINE

3. ADDRESS THE REVENUE DIMENSION BY CREATING VALUE FOR YOUR
CUSTOMERS

4. CONTROL YOUR CAPEX/OPEX AND DECREASE PER-BIT DELIVERY COST

5. CONCLUSION

INSTRUCTION

INDUSTRY TRENDS

FIXED BROADBAND MOBILE WI-FI M2M
CONNECTIONS CONNECTIONS PUBLIC SPOTS DEVICES
+30 % +32 % +346 % +990 %
7.3 Billion
691 5.5 Billion
5.8 Million
532 Million 1.3 Million 12
1.1
Million Billion
Billion

2011 2015 2011 2015 2011 2015 2011 2015

APPLICATIONS SMARTPHONE PUBLIC CLOUD MOBILE VIDEO
DOWNLOADS SALES REVENUE USERS
+129 % +134 % +98 % +879 %
41.7 1
428 2.4
18.2 Billion Billion
Million 89.4 177 Billion 429 Billion
Billion
Billion Million

2011 2015 2011 2015 2011 2015 2011 2015

INSTRUCTION

BROADBAND AND INTERNET ACCESS
ARE DRIVING FIXED AND MOBILE CONNECTIONS
GLOBAL CONNECTIONS 2010- 2016 MOBILE DATA TRAFFIC FOR NAR, EU & APAC BY 2016
2011- 2016
16000 MOBILE DATA TRAFFIC
BILLIONS OF CONNECTIONS

9 25x TIMES
8 14000
7 2016
12000
6 3G/4G CONNECTIONS

PB/MONTH
5 10000 99% OF TRAFFIC IN NAR
4
8000
3
2 6000 ON W i-Fi
2011 27% OF MOBILE DATA
1
4000
0
2009 2010 2011 2012 2013 2014 2015 2016
2000 VIDEO STREAMING
Fixed subscriptions Mobile connections 50% OF TRAFFIC
0
Fixed broadband connections Mobile broadband connections
2011 2012 2013 2014 2015 2016
CAGR (2011-2015) EU APAC NAR
Fixed Broadband Connections: 9 %
Mobile Broadband Connections: 32 %

INTERNET TRAFFIC DRIVEN BY SERVICES 4.8 BILLION BROADBAND 7 BILLION PERSONAL
REAL-TIME ENTERTAINMENT
LIKE NETFLIX, HTTP, YOUTUBE CONNECTIONS BY 2015. MOBILE DEVICES BY 2016
ON MULTIPLE SCREENS
OVER 80% ARE MOBILE
Source: Sandvine, Gartner, Ovum 2012, Traffic Index, 2012 - Bell Labs Modeling

INSTRUCTION

COMMUNICATIO TRANZACTIONAL
N SESSIONS SESSIONS

INSTRUCTION

THE NETWORK IS
THE LAUNCHING
PAD BUT THE
EXPERIENCE IS
THE PRODUCT.
CONVERGENCE COMPETE IN
QUALITY OF
OF EXPERIENCE
EXPERIENCE

Source: Strategy Analytics
INSTRUCTION

THE NETWORK AND BUSINESS MODEL ARE UNDER PRESSURE
DRIVEN BY MASSIVE GROWTH IN VIDEO, SIGNALING, AND OTTs

• 25X DATA TRAFFIC BY 20161
 2/3rd IS VIDEO STREAMING OR VIDEO
COMMUNICATION

• SIGNALING TRAFFIC EXPLODING1 How to grow
 DRIVEN BY 22.6% SMARTPHONE CAGR and profit
 46B APPLICATION DOWNLOADS THOUGH 2016 in this
• OTT MESSAGING WILL OVERTAKE SMS/MMS environment?
WITH 20B MESSAGES ANNUALLY BY 20162

• 200B OTT VOIP MINUTES ANNUALLY BY 20163

From 2012 to 2020, “OTT VoIP will cost the global telecoms “In 2012, Ovum forecasts that mobile operators will lose
industry $479bn in lost cumulative revenues, which represents $23.2bn in SMS revenues to over-the-top (OTT) messaging
6.9% of cumulative total voice revenues” - Ovum services. By 2016, Ovum expects this number to increase to
$54.4bn.” - Ovum
Sources: 1 Bell Labs Research, 2 Portio Research, 3 Juniper Research

INSTRUCTION

EXPLODING DATA TRAFFIC AND LTE CREATE NEW
OPPORTUNITIES

• ALIGN USAGE AND PRICE WITH NETWORK
COSTS
How to make
• BROADEN THE SUBSCRIBER BASE
the most of
• INCREASE CUSTOMER LIFETIME VALUE
these
opportunities?
• BOOST CUSTOMER QUALITY OF EXPERIENCE

• CHANGE OTTs FROM COMPETITORS TO
PARTNERS

• OPTIMIZE NETWORK EFFICIENCY COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
INSTRUCTION

TELECOM SERVICE PROVIDERS – DRIVING FORCES
TOPLINE AND BOTTOM LINE PRESURES
PROTECT YOUR REVENUE

COMPETITION PRESURE OTT PRESURE
• PRICE EROSION • LOST REVENUE ON VALUE
ADDED SERVICES
• TECHNOLOGY LEADERSHIP
• PER-BIT DELIVERED PRICE
• INNOVATION AS
DIFFERENTIATION FACTOR • VALUE CREATION
TELECOM
SERVICE
PROVIDERS

COST PRESURE REGULATORY PRESSURE
• CAPEX & OPEX REDUCTION • SPECTRUM REGULATION
• PER-BIT DELIVERY COST • LICENSING CRITERIAS

REDUCE YOUR COST
INSTRUCTION

Over-The-Top THREAT
“10% POINT INCREASE IN SMARTPHONE PENETRATION COULD COST EUROPEAN OPERATORS
BETWEEN
0.5% AND 0.6% IN SERVICE REVENUES FROM VOICE AND MESSAGING” ( INFORMA)
OTT PLAYERS
ONLINE
APPLICATION
PORTALS DEVICE AND OS VENDORS SEARCH PROVIDRS
DEVELOPERS
E.g. Tencent, MSN, E.g. Apple, Google, Samsung, Microsoft E.g. Google, Baidu
E.g. WhatsApp, Nimbuzz
Yahoo!

SOCIAL CONTENT
INTERNET TV ONLINE NETWORKS PRODUCERS CE VENDORS
PROVIDERS RETAILERS E.g. Facebook, E.g. Disney, Universal, E.g. Sony, Samsung
E.g. Hulu, Netflix E.g. Amazon, Alibaba Cyworld Warner Brothers

CONSUMER SERVICES
VOICE, MESSAGING, TV AND VIDEO, GAMES, MUSIC, COMMERCE, SOCIAL MEDIA

TELCO RESPONSE
VALUE ADDED SERVICE BECOME AN ventures,
Joint SMART
SERVICES PARTNERSHIPS OTT PLAYER
acquisitions, and ENABLEMENT CONNECTIVITY
investments in OTT
• PARTNER TO OFFER • JOINT VENTURES, services • SMART ENABLEMENT • MANAGE CONNECTIVITY TO
• DIFFERENTIATE WITH VAS THIRD-PARTY OTT SERVICES ACQUISITIONS, AND integration with and OTT SERVICES
OF OTT SERVICES AND PLAYERS
Deep
• USE TELCO NETWORKS TO • PROVIDE THIRD-PARTY OTT INVESTMENTS INadoption of OTT services,
OTT • LEVERAGE TELCO ASSETS • DEFENSIVE STRATEGIES –
PROVIDE VAS SERVICES AS PART OF THE SERVICES SUCH AS BILLING, NETWORK CAPPING OR “OTT TAXES”
distribution, and business
• HARNESS THE WEB FOR TELCO OFFERING • DEEP INTEGRATION WITH APPLICATION • OFFENSIVE STRATEGIES –
models
OTT SERVICES • ENGAGE WITH OTT AND ADOPTION OF OTT PROGRAMMING MANAGED CONNECTIVITY/
PLAYERS TO INTEGRATE SERVICES, DISTRIBUTION, INTERFACES, CUSTOMER WHOLESALE
SERVICES AND BUSINESS MODELS INSIGHTS/ANALYTICS, AND
SECURITY TOOLS

INSTRUCTION

TWO BUSINESS DIMENSSIONS – DEMAND & SUPPLY
CREATE VALUE BY ADDRESSING THEM BOTH THROUGH AN ORCHESTRATED
STRATEGY
SUPPLY DEMAND
• INTANGIBLE ASSETS • VALUE CREATION
• AIRTIME • REAL TIME SERVICES
• SPEED • FLEXIBILITY
• CAPACITY • RELIABLE SERVICE
• CONNECTIVITY • USER EXPERIENCE
• CUSTOMER • REWARD
EXPERIENCE

VOLATILE

PERISHABLE

INSTRUCTION

DESIGN AND DELIVER A MARKET-
LEADING CUSTOMER EXPERIENCE

CUSTOMER ANALYTICS EXPERIENCE
MANAGEMENT OPTIMIZATION

CONSULTING

INSTRUCTION

CUSTOMER
MANAGEMEN
T: SIMPLIFY
CUSTOMER
INTERACTIONS
TO IMPROVE
PROFITABILITY. TOUCHPOINTS SERVICE FUNCTION

MODEL CHANNEL

INSTRUCTION

ANALYTICS:
USE
CUSTOMER
INSIGHTS TO
IMPROVE Quality Care Value Customer
Satisfaction

BUSINESS
PERFORMANCE
.

INSTRUCTION

OPTIMIZATION
: CREATE AN
EXPERIENCE
THAT
POSITIVELY
INFLUENCES
USAGE
BEHAVIOR
TOWARDS
STATES OF
HIGHER
PROFITABILITY
INSTRUCTION

CONSULTING: DEVELOP A PRIORITIZED ACTIONABLE
PLAN TO IMPROVE THE CUSTOMER EXPERIENCE.

Deep Expertise Patented Methodology for CSPs A Prioritized, Actionable Plan

INSTRUCTION

MOBILE MONETIZATION
FRAMEWORK

INSTRUCTION

MOBILE MONETIZATION FRAMEWORK

1 ST STEP: VOLUME BASED - ASSIGN VALUE TO
BANDWIDTH

2 ND STEP: VALUE BASED - START TO MEASURE
AND ACCOUNT FOR DATA, BASED ON THE
APPLICATION THEY ARE USING (DPI, POLICY)

3 RD STEP: SEGMENTATION/DISCRIMINATION -
USING SMARTS FROM POLICY AND CHARGING TO
CREATE SERVICE BUNDLES AND PERSONALIZED
OFFERS THAT CAN ENCOURAGE MORE USAGE OF
THE INFRASTRUCTURE

4 TH STEP: NETWORK APIS - ACCESS NEW
BUSINESS MODELS

INSTRUCTION

TRAFFIC VS REVENUE DICHOTOMY

HOW CAN OPERATORS MANAGE
DATA GROWTH AND INCREASE
REVENUE?
INCREASE REVENUE:
• Deliver personalized services
• Accelerate time to market
• Develop new business models

REDUCE COSTS:
• Scale and manage capacity
• Reduce cost of operations
• Environment Sustainability

DATA TRAFFIC GROWTH AND DECLINING OR FLAT ARPU PUTS SERVICE PROVIDER PROFITABILITY
AT RISK

Source: Informa Global mobile network traffic and ARPU Forecast (2011)
INSTRUCTION

HIGH LEVERAGE NETWORK
A PLATFORM FOR INNOVATION THAT REALIZES THE VALUE OF THE
NETWORK • CREATE VALUE
• PERSONALIZATION
INCREASE REVENUE
VOLATILE
• DELIVER PERSONALIZED
SERVICES
Revenue • ACCELERATE TIME-TO-MARKET
• DEVELOP NEW BUSINESS
MODELS

PERISHABLE REDUCE COSTS
• SCALE AND MANAGE CAPACITY
Cost
• HIGH COST • REDUCE COST OF OPERATIONS
• LOW UTILIZATION
• REDUCE FOOTPRINT
A CONVERGED, SCALABLE, INTELLIGENT EFFICIENT ALL-IP NETWORK THAT DELIVERS BANDWIDTH AT THE LOWEST COST
PER BIT.

INSTRUCTION

NETWORK
CONVERGENCE
STRATEGY

INSTRUCTION

BUSINESS CASE OVERVIEW

PURPOSE
A generalized service provider business model that evaluates an Alcatel-Lucent IMS overlay onto an existing
LTE network, inclusive of a full range of IMS services such as VoLTE, RCS, messaging, and video
communications. This is compared to a network which overlays Circuit Switched Fallback (CSFB) for voice.

OBJECTIVES
Two primary modes are evaluated.
1. Mode 1: Launch with LTE laptops, then add smartphones and mobile internet devices (e.g., tablets) in Year 3
2. Mode 2: Launch with all 3 types of devices – LTE laptops, smartphones, and mobile internet devices

In addition to IMS versus CSFB, a migration from CSFB to IMS in Year 3 was studied

SERVICE PROVIDER
A Tier-1, French service provider who already has an LTE network or who has decided to use LTE, which is
considering whether to use IMS’ full suite of services or CSFB’ voice-centric service.

INSTRUCTION

DEMAND: MODELING WILLINGNESS-TO-PAY BASED ON PRIMARY
MARKET RESEARCH
Converged Comm. LTE/IMS LTE /CSFB Video Comm. & Location LTE/IMS LTE /CSFB
Messaging √ √ Enhanced Mobil Video √
Multi-Screen √ √ Multi-Party Video Call √
Mobile/PC Synch √ √ Mobile Video Monitoring √
One-number Voice √ Location-based Services √ √
Enhanced NAB √ Live Messaging √
Presence enabled Calendar √ Relative Market Value 5x 1x
Video share & calling √
T E K R A M RE MUS N OC

Relative Market Value 16x 1x

Converged Comm. LTE/IMS LTE /CSFB Video Comm. & Location LTE/IMS LTE /CSFB
Unified Messaging √ √ Mobil Collaboration √
Mobile Extension √ Multi-Party Video Call √
Video Conferencing √ Wireless BB Branch Office √
Video Mail √ Location-based Services √ √
Web Conferencing √ Interactive Mobile Kiosk √
Location Services √ √ Relative Market Value 7x 1x
Enhanced NAB √
RP RET NE

Relative Market Value 7x 1x Source: ALU Primary Market Research, 2009

IMS enables a richer set of services with a higher market value
INSTRUCTION

PROVIDING A NEW CONVERSATION EXPERIENCE FOR 4G LTE
SUBSCRIBERS

versus

CSFB: IMS:
LEGACY VOICE, MESSAGING IMS VOICE, VIDEO, RCS, MESSAGING;
APIS FOR MANY APPS, QUICKLY

DIRECTLY LAUNCHING IMS ONTO AN EXISTING LTE NETWORK PROVIDES SUPERIOR ECONOMIC RESULTS,
WHEN COMPARED TO CSFB OR A CSFB-TO-IMS MIGRATION

INSTRUCTION

COMPETITIVE TRANSFORMATION – IMS versus CSFB

TELCOS NOW DRIVEN BY
COMPETITION FROM ADJACENT
MARKETS
Customer experience
NEW METRICS ARE NEEDED
(EXPERIENCE, INNOVATION,  IMS
EFFICIENCY) BECAUSE ONLY
FINANCIAL, TECHNICAL, AND Innovation Efficiency
NETWORK METRICS NO LONGER  IMS  IMS
PAINT THE COMPLETE PICTURE
 CSFB

IMS ENABLES COMPETITIVE THE “TRANSFORMATION TRINITY” (1)
TRANSFORMATION;
CSFB TAKES CARE OF ONLY
THE NETWORK’S EFFICIENCY

(1) “What do transforming telcos measure?” Ovum, 30 June 2010 {includes BT, DT, FT, KPN, Telefonica, TNZ, Telstra

INSTRUCTION

HOW IS 4G LTE USED?

OPERATORS USE LTE’S … … TO PROVIDE MOBILE DATA SERVICE WITH

 High bandwidth with low latency  Faster speed
 Per-service QoS  Improved experience
 Spectral and CapEx efficiency improvement  Multiple concurrent sessions
THAT’S THE DATA STRATEGY, BUT WHAT ABOUT COMMUNICATION SERVICES?

IMS provides
CSFB provides
 Voice and beyond
 Voice, only voice
 Connect, share, & organize conversations
 Minimizes near-term spending
 Full LTE utilization: all-IP, multi-application concurrency,
 Perpetuates 2G/3G’s CS + PS duality
video, …
  Cost-centric strategy
  User-centric strategy

IMS PROVIDES COMMUNICATIONS THAT FULLY UTILIZE 4G LTE’S PERSONAL,
UNTETHERED BROADBAND

INSTRUCTION

WHY IS VoLTE ESSENTIAL FOR 4G LTE?

OTT/ACP
VoLTE CSFB
Subscriber’s service Providers
New conversations Voice-centric Many servi ces

Global roaming w/ full feature suite   X
Standards’
value
Global interoperability w/ full feature suite   X
End to end QoS; also Emergency calling   X
All-IP path enables video-comms, etc.  X 
Multimedia Multiple concurrent services enabled by 4G LTE  X 
Blend voice with video, web, RCS-like, etc.  X 
Simultaneous voice and 4G LTE data service  X 
Voice Minimal voice call setup delay  X 
Evolved voice: HD, new features, clickable URL, etc.  X 

VOLTE ENABLES COMPETITIVE VOICE AND IS FOUNDATIONAL FOR FURTHER SERVICES

INSTRUCTION

GO TO MARKET, QUICKLY: A COMPETITIVE LAUNCH STRATEGY

2011 2012 2013

 Entice subscribers to IMS/LTE, because the service is not available in 3G.
LTE video  Video calls, sharing, storage lockers, social networking, multiscreen, etc.
 Across LTE, fixed, and web portals.
communications

 2nd line VoLTE. Price low or free; no incentive to switch to alternative voice
providers.
VoLTE: 2nd line VoLTE: mass market  Mass market VoLTE. When ready, sell at a premium. Unbeatable appeal the
OTT can’t match due to geographic coverage (legacy handover), global
service via roaming, global service inter-operability for all-IP services (HD
audio, video), QoS, etc.

 RCS spans 3G, fixed, and the web; also LTE.
Collaboration & messaging  Wraps comms with collaboration and messaging.

Application Enablement  Quickly create and deploy many apps
 Innovative apps for the network Convergence
 Fully embrace the subscriber,
everywhere

Use IMS to define the early LTE communications market, fueling profits.
Then expand into mass services, having won the initial battles.

INSTRUCTION

COMPARING THE TOTAL COST OF OWNERSHIP
Total Investments Comparison
Investments Comparison
25 80
LTE IMS
70
20 LTE CSFB 60

50
15
40

M
O
U
R
E
S
M
O
U
R
E
S

10 30

20
5
10

0 0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 LTE IMS LTE CSFB

Total Expenses Comparison
1,200

Expenses Comparison Device Subsidies
1,000
400 Opex

350 Sales & Marketing
LTE IMS
800
General & Administrative
300 LTE CSFB
250

M
O
600

U
R
E
S
200
M
O
U
R
E

400
S

150

100
200
50

0 0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 LTE IMS LTE CSFB

IMS’ TCO IS MODERATELY HIGHER Pro-rated Device Subsidies dominate any other
investment or expense

INSTRUCTION

NETWORK COST
OPTIMIZATION

INSTRUCTION

CAPACITY IS WASTED IN MOBILE NETWORKS TODAY

• A study Alcatel-Lucent conducted for a major Tier-1 operator in North America revealed:
68% average base station busy hour utilization
The busy hour is unpredictable. It differs from base station to base station and even differs day to day
for the same base station
13% daily traffic in busy hour
27% base station average utilization
outside the busy hour during the Percentage of daily load in busy hour of cell
productive day (8 a.m. to midnight) 30%
25%
20%
 UNPARALLELED DEGREE OF WASTE 15%

 LOTS OF CAPACITY FOR LOW PRIORITY TRAFFIC
10%

8

9

0
7

11

12

13

4

5

6
0

0

1
0

01

01

01
0

0

0

0

0

0
20

2

2

2

2

2

2

2

2

2
INSTRUCTION

CONSIDERATIONS FOR YIELD MANAGEMENT IN MOBILE
NETWORKS
1. CELL IS THE CRITICAL RESOURCE TO CONSIDER FOR YIELD MANAGEMENT
80% of network cash cost is in the Radio Access Network Distribution of resource consumption
whole network

Radio Frequency is generally a scarce resource
7%

% Daily consumption
6%

Core Network peaks are long (8am – midnight) and flat
5%

4%
Bytes

Contrary to cell peaks
3%
2%
Airtime

Signalling

Offering less interest for Yield Management then 1%

0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour

2. CELL LOAD SHOULD BE CONSIDERED AT EACH CELL INDIVIDUALLY
Traffic Distribution of 20 Busiest Base Station

(% of daily base station load)
Each cell has a different traffic profile 25%

20%

15%

10%

3. CELL LOAD SHOULD BE CONSIDERED DYNAMICALLY 5%

0%

There is no static traffic profile for a given cell 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
(hour 24 hour clock)
(Done for a Tier-1 mobile operator, using the Alcatel-Lucent 9900
Trends can be observed but cell load is mostly unpredictable Wireless Network Guardian – WNG)

There is a great deal of free capacity in each cell even when people are active
70-90% of the time between 8AM and midnight

INSTRUCTION

UNUSED ACCESS NETWORK CAPACITY
PLENTY OF NETWORK RESOURCES AVAILABLE FOR MONETIZATION AT
VIRTUALLY NO INCREMENTAL COSTDemand (as % of capacity)
Cell Data Traffic *
100%
"Spoilage" (unsold) Traffic demand (sold)
80%
Decreased cost
60% Reduced congestions

In one Radio Cell
40% Increased Revenue

20%

0%
8:00 16:00 0:00

RADIO ACCESS NETWORKS OBJECTIVES:
RESOURCES: • Reduce overall network costs by lowering cell peak traffic.
• Abundance of unutilized capacity • Realize the value of spoiled capacity: Introduce offers that
• Meets basic Yield Management requirements: increase RAN usage during off-peak hours at virtually no
Limited and “perishable” capacity with dynamic incremental cost.
demand
YIELD MANAGEMENT IS THE PROCESS OF UNDERSTANDING, ANTICIPATING AND INFLUENCING CONSUMER
BEHAVIOR IN ORDER TO MAXIMIZE YIELD OR PROFITS FROM A FIXED, PERISHABLE RESOURCE (SUCH AS AIRLINE
SEATS, HOTEL ROOM RESERVATIONS OR NETWORK RESOURCE/CAPACITY)

INSTRUCTION

YIELD
MANAGEMENT

INSTRUCTION

BUILDING BLOCKS OF YIELD MANAGEMENT

VENDORS &
SUBSCRIBER SERVICE PROVIDER
PARTNERS
•USER INTERFACES DATA COLLECTION •APPLICATION
•DEVICE ENABLEMENT
ANALYTICS •NETWORK USAGE ANALYTICS
•CONNECTION •MARKET ANALYTICS
MANAGEMENT •DEVICE-CLIENT STATISTICS

CAPACITY & PRICING DECISION

•USER BEHAVIOR PREDICTION & SCORING
(SEGMENTATION)
•NETWORK CAPACITY ALLOCATION &
PRIORITIZATION
•DYNAMIC PRICING

EXECUTION

•POLICIES & CONTROL
•RULES ENFORCEMENT
•BILLING
•CUSTOMER RELATIONSHIP MANAGEMENT

INSTRUCTION

INTELLIGENT TRAFFIC MANAGEMENT
LEVERAGING NETWORK INTELLIGENCE WITH POLICY Customer Analytics

9900 Wireless
Network Guardian 5780 DSC
(Dynamic Services
Anomaly Notification Controller)

Process and
Monitor and Trigger
Analyze

Enforce and Deliver

INSTRUCTION

OPERATOR NETWORK STRATEGY CONSIDERATIONS

1. CUSTOMER EXPERIENCE SHOULD BE AT THE CORE OF YOUR BUSINESS
I. CUSTOMER INTIMACY IS THE MOST VALUABLE ASSET FOR AN OPERATOR

II. CUSTOMER EXPERIENCE IS THE SECRET WEAPON TO DEFEND THE OTT THREAT

2. PROTECT YOUR REVENUE BY DEPLOYING REAL-TIME CHARGING
CAPABILITIES INSIDE YOUR NETWORK

3. DEPLOY ONE CONVERGED, SCALABLE, INTELLIGENT ALL-IP
NETWORK THAT DELIVERS BANDWIDTH AT THE LOWEST COST
PER BIT

4. CONTROL YOUR NETWORK COSTS BY MANAGING PROPERLY THE DATA
TRAFIC INSIDE YOUR NETWORK THROUGH YIELD MANAGEMENT

INSTRUCTION

OPERATORS BUSINESS STRATEGY CONSIDERATIONS
MAINTAIN A STRONG MARKET PRESENCE
Service providers will have to develop services and applications
that may well cannibalize their existing revenue streams. While
this may affect their bottom lines, it well help them to defend IMPROVED
against new disruptive players and remain relevant to their CUSTOMER
customers. EXPERIENCE

CREATE NEW PARTNERSHIPS
Forming partnerships will help service providers to increase
innovation and time-to-market, which will enable them to exploit BEST-OF-BREED NEW REVENUE
new gaps in the market. DATA MINING AND OPPORTUNITIES
ANALYTICS

LOOK FOR NEW WAYS TO MONETIZE
Existing business models will be hard to maintain, so service
providers will need to work hard to find new innovative ways to
monetize their services. INFRASTRUCTURE
AND COST
OPTIMIZATION
TURN CUSTOMER DATA ASSETS INTO REVENUES
Service providers will need to leverage customer data by
investing in best-of-breed analytics platforms and capabilities.
INSTRUCTION

Q&A

INSTRUCTION

INSTRUCTION

Monetize diferentiate and create value for your customers short version

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