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通信ソフトウェアプロフェッショナルサービス:新サービスと仮想化がCSPとサプライヤの連携を促進

Telecoms Software Professional Services: New services and virtualisation will drive CSP?supplier partnerships

 

出版社 出版年月電子版価格 ページ数
アナリシスメイソン─2015年以前出版レポート
2013年4月US$4,999
ベーシックライセンスPPT
61

サマリー

この調査レポートは通信ソフトウェアのプロフェッショナルサービス (TSPS) 市場を詳細に調査・予測しています。

主な掲載内容

  • TSPSサプライヤの位置付けとTSPSモデル
  • TSPSモデルのバリューチェーンと進化
  • ビジネス環境
  • 市場定義
  • マネージドサービスの公開取引分析

Increasing virtualisation coupled with new M2M and cloud services will drive strategic partnerships between CSPs and their suppliers.

Cost reduction is a cornerstone of telecoms software professional services (TSPS) by communications services providers (CSPs). This report analyses the impact on TSPS models and value chain as CSPs’ begin to deliver new cloud and M2M services and enter new business models.

TSPS models defined and analysed in this report are build, own,
operate, transfer (BOOT); build, own, operate, manage (BOOM); CSP as prime manager; supplier as prime manager; benefit sharing; outsourcing operations; and hosted managed services.

This report provides:

  • a forecast for the evolution of the value chain of TSPS models during the next 7 years
  • an overview of the existing TSPS models and market landscape
  • an examination of the importance of software-as-a-service (SaaS) as virtualisation prevalence and acceptance increase
  • insight into why CSPs are most important in the evolution of the TSPS models and value chain
  • insight into potential disruptions and new entrants in the TSPS value chain
  • key recommendations for CSPs and suppliers as the TSPS value chain evolves
  • drivers and inhibitors to the evolution of the TSPS value chain
  • an overview of procurement criteria used by CSPs
  • examples of evolutionary TSPS models
  • an analysis of 11 recent CSP-awarded managed contracts as related to the TSPS models.

Company coverage

The following companies are mentioned in the 'Analysis of public managed services deals' section of this report.

  • Accenture
  • Aircel (India)
  • Airtel (Africa)
  • Alcatel-Lucent
  • Amdocs
  • Ericsson
 
  • Huawei Technologies
  • Hutchison 3G UK (Three)
  • IBM
  • KPN
  • Nokia Siemens Networks
  • Oi (Brazil)
 
  • PT XL Axiata
  • Reliance Communications
  • Tech Mahindra
  • Telefónica UK (O2)
  • TIM Brasil
  • Zain (Iraq).

 



目次

Contents

5. Executive summary
6. Traditional TSPS models will persist, but new services, business opportunities and players are poised to alter these models
7. M2M and cloud services can break the mould of the traditional TSPS models
8. The TSPS model value chain will evolve during the next 7 years, as CSPs move to new services and business opportunities
9. Recommendations
10. Recommendations for CSPs
11. Recommendations for suppliers  
12. TSPS supplier positioning and TSPS models
13. Professional services in telecoms have evolved organically with the industry: from silos to end-to-end
14. Having a high visibility with CSPs provides suppliers with the ability to learn, increase revenue and expand their TSPS portfolio
15. ‘Growing’ TSPS suppliers are following the same path as their mature peers, which is leading to a diminishing differentiation in TSPS offerings
16. TSPS offers need to evolve to be innovative or they will become commoditised
17. TSPS contracts are clustered around transformational propositions, but CSPs are seeking more innovative services  
18. One innovative player could potentially disrupt the established TSPS ecosystem
19. Supplier analysis summary
20. TSPS models – definitions [1]
21. TSPS models – definitions [2]
22. TSPS models value chain and evolution
23. TSPS is primarily used for cost reduction, but change on the horizon for new services and business models
24. The TSPS model value chain will evolve during the next 7 years, as CSPs move to new services and business opportunities
25. Key drivers and inhibitors contributing to the evolution of the TSPS models value chain during the next 7 years [1]
26. Key drivers and inhibitors contributing to the evolution of the TSPS models value chain during the next 7 years [2]
27. CSPs and competition among suppliers are increasing pressure on TSPS prices – few reputable suppliers are able to retain premium price
points
28. Examples of transformed TSPS models that could be more suitable for the fluid digital economy
29. Business environment
30. In 2011 and 2012, CSPs focused on reducing costs and staying competitive
31. Opex increased as CSPs met the scale of the increase in subscribers, with more business process outsourcing related to transformation
projects
32. Trends to indicate that the normalised CSP profile is one of a ‘progressive CSP’
33. CSPs had a stronger grip on their businesses and operations in 2011 than in 2010, which will allow TSPS market trends to return to normality
34. Industry and TSPS factors influencing possible change in the telecoms landscape – general trends
35. Industry and TSPS factors influencing possible change in the telecoms landscape – specific activities in the forecast period of 2012–2016
36. Market definitions
37. Telecoms software market segmentation
38. Infrastructure solution categories
39. Telecoms software professional services sub-segment definitions [1]
40. Telecoms software professional services sub-segment definitions [2]
41. Telecoms software professional services sub-segment definitions [3]
42. Definitions of telecoms software professional service supplier types  
43. Analysis of public managed services deals
44. Introduction
45. PT XL Axiata (XL) awards a 7-year managed services contract to Huawei in order to enhance its business value
46. Reliance Communications and Alcatel-Lucent sign an 8-year deal worth USD1 billion to reduce network costs and improve performance
47. Reliance Communications and Ericsson sign an 8-year USD1 billion deal to improve network costs, efficiency and customer experience
48. KPN signs a 5-year international contract with Tech Mahindra to achieve cost leadership among similar counterparts
49. Oi selects Accenture to transform its business operations and deliver on its strategic objectives as part of a 7-year deal
50. TIM Brasil outsources OSS/BSS development and operations to Amdocs in a 5-year deal to focus on standardising systems and processes
51. Airtel (Africa) extends its relationship with IBM in a new 10-year deal to manage its technology operations in 16 African countries
52. Zain (Iraq) partners with Ericsson in a 5-year USD650 million contract to improve network efficiency and market competitiveness
53. Telefónica UK (O2) chooses Huawei Technologies to manage its
network and reduce costs in a 5-year deal
54. Hutchison 3G UK (Three) outsources network operations to Huawei in order to cut costs in a 5-year USD188 million deal
55. India’s Aircel signs a 4-year network managed services deal with Nokia Siemens Networks (NSN) for USD300 million
56. About the authors and Analysys Mason
57. About the authors
58. About Analysys Mason
59. Research from Analysys Mason
60. Consulting from Analysys Mason

List of figures

Figure 1:   TSPS market landscape using Porter’s five forces model
Figure 2:   The TSPS model value chain, 2013 and 2020
Figure 3:   Evolution of services in professional services in telecoms
Figure 4:   Supplier positioning, based on the breadth of their TSPS portfolio and the visibility of TSPS solutions with CSPs worldwide
Figure 5:   Definitions of three main TSPS contract types
Figure 6:   Landscape of  TSPS contracts based on the breadth of TSPS portfolio needed and the TSPS offer differentiation
Figure 7:   TSPS supplier assessment according to the profile that their TSPS solutions have with CSPs worldwide, the breadth of their
TSPS portfolio, their strength in non-telecoms verticals and their presence (by revenue) in the TSPS hosted managed services market
Figure 8:   Definitions of TSPS models
Figure 9:   Definitions of TSPS models
Figure 10:  The TSPS model value chain, 2013 and 2020
Figure 11:  Telecoms market financials, worldwide, 2007–2011
Figure 12:  Year-on-year growth in telecoms market financials, worldwide, 2007–2011
Figure 13:  Telecoms market financials, worldwide, 2007–2011
Figure 14:  Simplified investment lifecycle for a typical CSP
Figure 15:  Telecoms software market segments
Figure 16:  Infrastructure solution categories
Figure 17a: Definitions of telecoms software professional services and its sub-segments
Figure 17b: Definitions of telecoms software professional services and its sub-segments
Figure 17c: Definitions of telecoms software professional services and its sub-segments
Figure 18:  Definitions of telecoms software professional service supplier types

 

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