Transcript Analysys Mason document

Research report
Service fulfilment market share report 2009
Mark H. Mortensen
May 2010
Service fulfilment market share report 2009
2
Contents
Contents [1]
Slide no.
4. Document map – Executive summary
5. Overall service fulfilment market shares for 2009
6. Overall service fulfilment market shares, with 2008
comparison
7. Overall service fulfilment market trends
8. Service fulfilment market summary by sub-segment
9. Service fulfilment regional market summary, with
2008 comparison
10. Document map – Recommendations
11. Recommendations for CSPs
12. Recommendations for ISVs
13. Document map – Market definition
14. Telecoms software market segmentation
15. Definitions of service fulfilment and its sub-segments
16. Definitions of service segments and revenue types
17. Document map: Business environment
18. Overall telecoms market growth was dampened,
except in specific technological and geographical
areas
19. CSPs are targeting service needs
20. Transformations and federation
21. Professional services have been expanded
22. Regional service fulfilment outlook for 2010
Slide no.
23. Document map – Market shares
24. Service fulfilment overall market shares in 2009
25. Service fulfilment product market shares in 2009
26. Service fulfilment product-related services market
shares in 2009
27. Service fulfilment market 2009: ratios of product to
product-related services
28. Order management overall market shares in 2009
29. Order management vendors in 2009
30. Inventory overall market shares in 2009
31. Inventory vendors in 2009 [1]
32. Inventory vendors in 2009 [2]
33. Activation overall market shares in 2009
34. Activation vendors in 2009
35. Engineering tools overall market shares in 2009
36. Document map – Vendor analysis
37. Actix
38. AIRCOM International
39. Amdocs
40. Ascom Holding
41. Comptel
42. GE Smallworld
43. Hewlett-Packard
© Analysys Mason Limited 2010
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Contents
Contents [2]
Slide no.
44. Intergraph
45. NEC NetCracker
46. Oracle
47. Sigma Systems
48. Subex
49. Synchronoss
50. Telcordia
51. Visionael
52. Vendor analysis summary [1]
53. Vendor analysis summary [2]
54. Vendor analysis summary [3]
55. Document map – Annexes
56. Annexes: Sub-segment definitions and
deployment architecture
57. Order management
58. Inventory
59. Activation
60. Engineering tools
61. Traditional wireline service fulfilment flow
62. Modern service fulfilment flow
63. Annexes: Mergers and acquisitions
64. Service fulfilment mergers and acquisitions [1]
65. Service fulfilment mergers and acquisitions [2]
Slide no.
66. Document map – Author, copyright and key to
acronyms
67. Author
68. Copyright
69. Key to acronyms [1]
70. Key to acronyms [2]
71. Document map – List of figures and tables
72. List of figures and tables [1]
73. List of figures and tables [2]
74. List of figures and tables [3]
75. List of figures and tables [4]
76. List of figures and tables [5]
77. Document map – About Analysys Mason
78. About Analysys Mason
79. Research from Analysys Mason
80. Consulting from Analysys Mason
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Document map: Executive summary
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Executive summary
Overall service fulfilment market shares for 2009
Figure 1: Service fulfilment market shares by revenue,
worldwide, 2009 [Source: Analysys Mason, 2010]

The service fulfilment market generated
USD2.233 billion in revenue in 2009, up by 2.8%
from USD2.173 billion in 2008. This represents
slightly more growth than we forecasted last year
(2.3%).

Service fulfilment continues to be a very
fragmented market. The top-six vendors
accounted for only 44% of the market, while more
than 30 other vendors achieved over
USD10 million in revenue.

The service fulfilment market grew more than
some other areas of BSS/OSS since it is
considered to be related to revenue generation.

Growth in the service fulfilment market was
driven by network evolution towards
optical/packet technology, the push towards
instant availability for complex service bundles,
the need to operate in uncertain and changing
business environments, deregulation of
broadband and mobile in growth markets and the
increasing desire to meet the needs of SMEs.
Telcordia
10.1%
Oracle
9.5%
Amdocs
9.2%
Other
56.0%
NEC
7.0%
HP
4.3%
Comptel
4.0%
Total revenue: USD2.233 billion
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Executive summary
Overall service fulfilment market shares, with 2008
comparison
Figure 2: Service fulfilment market shares by revenue, 2008
and 2009 [Source: Analysys Mason, 2010]

Telcordia maintained its position of global market
leader on the strength of its legacy RBOC
systems and the sales of next-generation
systems to selected Tier-1 CSPs.

Oracle now commands second place, reaping the
rewards of its integration of its service fulfilment
and BSS (notably Siebel CRM) products, the
increase in its share of service revenue and its
exploitation of its strong brand in growth markets.

Amdocs experienced some growth in service
fulfilment, as a result of expansion of its product
line via acquisitions. The revenue of the company
as a whole shrank, though, mostly because of
weakness in managed services.

NEC, under the NetCracker brand, continued to
expand service fulfilment with its strategy of
suites at low initial prices and long-term project
expansion. It announced new deals with
Deutsche Telekom, enterprises and government
agencies in 2009.

Comptel and Hewlett-Packard (HP) remained in
the top-six list.
100%
11.7%
10.1%
90%
7.6%
9.5%
80%
8.3%
70%
60%
50%
9.2%
6.2%
7.0%
4.4%
4.3%
4.8%
4.0%
57.1%
56.0%
2008
2009
Telcordia
Oracle
Amdocs
NEC
HP
Comptel
Other
40%
Total revenue 2008: USD2.173 billion
Total revenue 2009: USD2.233 billion
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Executive summary
Overall service fulfilment market trends

Service fulfilment is changing as CSPs continue to shift their emphasis from voice-focused support systems
to more-modern platforms that support automated fulfilment of new residential broadband and mobile data
services.

Leading-edge ISVs are providing service fulfilment systems that can handle the complexity of the new
access arrangements, such as xDSL and FTTH, the dependence of available services on access
technology and end-user devices, and the increasingly complex bundles of services, especially in mobile.

Because of the worldwide economic conditions that led to recessions in many countries, the service
fulfilment market failed to achieve much of its previously projected growth in 2008 and 2009. However, it
has lost less than other areas of OSS that are not considered by the CSPs to be revenue affecting.

Large transformation projects have fallen out of favour. However, department-sized transformation projects,
especially those that provide integrated inventory solutions, are still being sold and implemented.

Service fulfilment projects are primarily driven by increased revenue opportunities, but cost reduction still
remains an important consideration in project approval.

Mature CSPs are implementing order management functions in their BSS stack. These are called
enterprise order control functions. They manage the multi-channel nature of sales and the complexity of
service bundles, which require more data sharing with service fulfilment systems than usual.

Growth-market CSPs, under pressure to expand the range of their services, are increasingly turning to
vendors that can provide them with total solutions to their automated service fulfilment needs.They are
implementing order management and activation systems to provide automated service activation for
specific services, especially for mobile services.
© Analysys Mason Limited 2010
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Executive summary
Service fulfilment market summary by sub-segment
Order management (revenue: USD627 million)
Inventory (revenue: USD620 million)

Grew by 1.1%, compared with our forecast of 2.7%

Grew by 3.6%, compared with our forecast of 1.5%

The OM market was driven by the dependence of
complex services on equipment, end-user device
capabilities and service bundles


OM products also moved into CRM to provide overall
enterprise order control functions for service bundles
(revenue is included in CRM in customer care, not here)
Departmental-sized inventory transformation projects,
focused on supporting IP-related services, but also
replacing many other systems. Nearly all also
implemented flow-through provisioning with OM and
activation systems included

Design and inventory of business services on IP
infrastructure grew

New players entered OM or expanded their products
Activation (revenue: USD465 million)
Engineering tools (revenue: USD521 million)

Grew by 5.4%, compared with our forecast of 3.4%

Grew by 1.2% compared with our forecast of 1.4%

Activation of IP-based mobile and wireline services, as
well as IPTV, xDSL and VoIP, continues to drive the
market

Mobile RF engineering systems was relatively flat as
CSPs have not yet started their major LTE evolution

Wireline planning systems grew, with new modules from
major players

IBM acquired Intelliden to expand its IT equipment
configuration management offering into the telecoms
sector
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Executive summary
Service fulfilment regional market summary, with 2008
comparison
Figure 3: Service fulfilment market shares by region, 2008 and
2009 [Source: Analysys Mason, 2010]
100%
90%
USD375.2

USD375.6
Service fulfilment revenue increased by 2.8%

NA grew slightly faster than the whole

CALA was the fastest-growing market, on a
small base. Many ISVs reported the closure
of long-overdue deals

EMEA is the largest segment, but grew half
as fast as the whole. Developed Europe
was the slowest-growing segment in EMEA
and the Middle East the fastest

APAC was the slowest-growing segment.
80%
70%
60%
USD910.2
USD927.0
USD74.9
USD97.5
USD786.9
USD833.5
50%
40%

30%
20%
APAC
EMEA
CALA
NA
Revenue growth will return almost to pre-2008
levels by the end of 2010

growth in NA will be driven by new service
bundles for IPTV and mobile

CALA will continue to grow through mobile
and broadband services, but more slowly
than in most regions

spending in EMEA will increase to support
new mobile services and FTTx deployments

APAC will continue to grow.
10%
0%
2008
2009
Total revenue 2008: USD2.173 billion
Total revenue 2009: USD2.233 billion
Values marked on chart represent USD million.
© Analysys Mason Limited 2010
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Document map: Recommendations
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
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Recommendations
Recommendations for CSPs


CSPs that are still using manual procedures for service fulfilment should implement integrated service
fulfilment suites from leading ISVs. This will allow them to handle the complexity of the new services and
service bundles.
CSPs’ projects in service fulfilment should focus primarily on supporting new service roll-outs, rather than
on trying to achieve consolidation. The solution should support both the current new service and future
services, since CSPs will quickly be introducing many more.

CSPs must invest in multi-service activation systems to meet time-to-market demands for delivery of
complex video services. Activation from the STB to the head-end or central office systems requires
knowledge of the configuration of transport, service layer and application layer.

CSPs should look to vendors that not only provide integrated systems, but also have predefined processes,
service templates and work flows that can quickly be implemented without costly and time-consuming
customisation.

CSPs should hire an SI that is well-steeped in process design to address changes in organisation and
business processes. This will enable them to achieve the necessary benefits from service fulfilment
technology. Many CSPs have failed to get much benefit from investment in service fulfilment because they
have been unable to align the goals and processes of different groups within the organisation.
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Recommendations
Recommendations for ISVs

If possible, provide a full service-fulfilment suite yourself, or as a preconfigured component of another’s
suite. If this is not possible, seek out CSPs that are technology focused and looking for a competitive
advantage from your product.

Smaller, growing CSPs are looking for systems that are relatively simple to deploy, that are preconfigured
for their basic use and that can solve their current problems quickly, while providing future growth
opportunities. The key to these sales is to solve the known fulfilment problems quickly, with the lowest risk,
while keeping costs reasonable.

Transformation projects, such as consolidation of order management and inventory systems, should be
targeted at the level of the department, not the enterprise, where risks of project failure are higher.

Supporting dynamic and complex mobile services and service bundles is a major opportunity area. New
data and content services delivered on IP networks force CSPs to be more aware of network and end-user
device configurations and capabilities and to interact more dynamically with partners.

Vendors with the strong ability to sell solutions should seek to get as much revenue as possible from each
sale. Most of the total revenue for service fulfilment solutions comes from services. Many CSPs prefer to
purchase some professional services from their software suppliers, rather than to depend entirely on
systems integrators. ISVs capable of delivering both products and services can earn more revenue from
each deal they win than vendors offering only products. Although the combination is hard to manage, there
is a significant pay-off for vendors that succeed.

Meeting industry standards, such as TMF SID compliance and harmonisation with eTOM, can provide a
marketing advantage in service fulfilment, but is very rarely mandatory.
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Document map: Market definition
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Market definition
Telecoms software market segmentation
Figure 4: Telecoms software market segments [Source: Analysys Mason, 2010]
Service delivery
platforms
Real-time charging
Mobile content
management and
delivery
Telecoms
application servers
Mobile device
management
Billing
Customer care
Service fulfilment
Service assurance
Rating and pricing
Customer
interaction
Order management
Service
management
Partner and
interconnect
Business
optimisation
Mediation
Customer
relationship
management
Subscriber
management
Inventory
management
Activation
Engineering tools
Fault and event
management
Performance
monitoring
Workforce
automation
Probe systems
Network management systems
Mobile
Residential
broadband
Business data
services
PSTN
Middleware
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Market definition
Definitions of service fulfilment and its sub-segments
Table 1: Service fulfilment and its sub-segments [Source: Analysys Mason, 2010]
Segment or sub-segment
Definition
Service fulfilment
Service fulfilment systems plan the future capacity and technology of the network, prepare the
network to provide service, and plan and implement the changes required in the network and services
layer to support the services as ordered by customers.
Order management
Order management systems control and report on the process of fulfilling service orders. Service
orders may be requests for new service but they may also be removal of services, movement of an
existing service to a new address or mobile device, or changes to an existing service.
Inventory
Inventory management systems track the resources used to provide service and the physical and
logical configuration of the network to provide persistent services. They also control the assignment of
the inventory to specific uses, and design special arrangements to provide special services for
specific users.
Activation
Activation systems automate the explicit commands to turn on a new service. They communicate with
service layer databases, network management systems, element management systems, or directly
with network elements.
Engineering tools
Engineering tools encompasses a range of applications that help engineering departments to operate
more efficiently. These tools require a human interface. They include planning, equipment installation
and configuration, network optimisation, outside plant inventory and design and diagnostic tools.
See the Annex for fuller descriptions of the sub-segments.
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Market definition
Definitions of service segments and revenue types
Table 2: Service segments [Source: Analysys Mason, 2010]
Segment
Definition
Mobile
All mobile services, also referred to as wireless or cellular in some markets. Includes voice and data
services. Mobile backhaul is included in business services when provided by another CSP.
PSTN
Residential and commercial switched voice services, including local and long-distance service.
Business services
Includes all CSP services other than PSTN phone service provided directly to businesses or other
CSPs and includes frame relay, Internet access, hosting services, IP VPN, Ethernet, managed IT
services and wholesale carrier services.
Residential broadband
High-speed data networking (primarily xDSL , FTTx, HFC and cable) and all the services based on
this network access including ISP, VoIP and IPTV service.
Table 3: Revenue types [Source: Analysys Mason, 2010]
Revenue type
Definition
Product
Includes licence software and maintenance. We also apply a portion of SaaS and managed services
revenue to this category.
Product-related services Installation and configuration of software for product software supplied. Usually, but not necessarily,
supplied by the ISV.
Professional services
Non-product related services (e.g. bespoke development, data loading, customised software
extensions, product integration with legacy systems). These are not included in this report.
© Analysys Mason Limited 2010
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Document map: Business environment
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
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Business environment
Overall telecoms market growth was dampened, except in
specific technological and geographical areas
Economic downturn

Much less capital was spent on network infrastructure
than before 2009. Investment in communications software
related to new customer acquisition and increased ARPU
rose

CSPs had more need to reduce operational costs, but
made little investment to accomplish this

The rate of deployment of new OSSs decreased in every
region except CALA and MEA, but existing projects
continued and were expanded
Evolution to IP-based networks and services

Traditional voice, data and video services are all now
available over IP. NGN evolution is underway in nearly all
CSPs – few are attempting revolutions

IP-based networks provide easier and more flexible
network planning, configuration, optimisation and qualityof-service management

The focus of new services has shifted from the network
layer to the services layer and from management of
individual services to increasingly complex service
bundles
Data services growth


New multimedia services delivered via fixed broadband,
such as IPTV, VoIP and video conferencing, drove the
need for higher-capacity NGA infrastructure, such as
GPON and FTTx, and the service fulfilment functions to
support them
Mobile CSPs introduced video services, application stores
and ecommerce sites that required new or enhanced BSS
and OSS solutions
Growth markets opening to mobile competition

India is holding a 3G licence auction, and new mobile
licences are on offer in Costa Rica and Thailand

Smaller (Tier-3) CSPs are adopting turnkey solutions
(‘build-operate-transfer’) to enable rapid service launches
with trusted managed-service partners

Larger (Tier-1 and Tier-2) CSPs are investing in growth
markets – for example, Telecom Italia and Telefónica are
investing in CALA and Etisalat and Vodafone in India
© Analysys Mason Limited 2010
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Business environment
CSPs are targeting service needs

CSPs use a wide variety of methods to implement service fulfilment. Even the most sophisticated CSPs
use many manual steps to manage low-volume, complex services. However, all modern CSPs implement
automated fulfilment systems for high-volume services, such as residential voice, mobile voice and data,
VoIP, xDSL and FTTx.

Large, established CSPs have a legacy of department-specific approaches to service fulfilment. These
larger CSPs find it easier to implement specific best-of-breed systems from different vendors than to
implement a complete change in service fulfilment processes and support systems.

New CSPs and some older CSPs that are facing high growth with few support systems in place are more
inclined to implement complete, integrated service fulfilment systems. These CSPs are very conscious of
cost, but they make quicker decisions and depend on an SI, or, increasingly, on a full-solution ISV to solve
problems and get their systems working.

CSPs are putting in systems that can support multiple network technologies for converged services. Their
greatest attention has been paid to inventory management systems because of the need to understand the
capabilities of available resources and the configuration of these resources in serving their customers.
Although there is a strategic move towards consolidation of fulfilment systems, in the near future, this
consolidation will maintain four distinct environments in most CSPs: PSTN, residential broadband, mobile
and business services.

There were fewer new projects during 2008 and 2009 than in past years, but projects that were already
ongoing were not stopped, and were often expanded.

There was significant price pressure on all industry participants in 2008–2009 and margins were tight.
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Business environment
Transformations and federation

The general market is showing more interest in convergent fulfilment systems that can support immediate
service needs and, at the same time, provide a basis for supporting future services. There is little interest in
converting or consolidating old fulfilment systems that work for the services they support.

In order to deal with the need for regional consolidation and functional integration, many CSPs are turning
to a federated approach. Instead of picking one system and converting the others, they are focusing on a
subset of functionality and data that must be held in common. They implement a complementary, usually
new, system that provides the common functionality and controls the shared data. They then migrate data
to this system from the existing systems, which continue to handle their own unique needs. Over time, the
common system takes over more functions, but a forced conversion is not necessary. This approach has
been used in the billing arena for some time and is finding its way into the service catalogue and the
inventory and order management markets.

Spend on service fulfilment goes to many small ISVs. This segment is continuing slowly to consolidate, as
CSPs pursue larger projects using multiple technologies. In the past few years, Amdocs has acquired
Cramer and JacobsRimmel, CSG Systems has bought Telution, Oracle purchased MetaSolv and Netsure,
and Subex acquired Syndesis, among others (see the list of acquisitions later in this document).

In 2009, a number of vendors entered the inventory, order management, and network planning areas for
the first time.
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Business environment
Professional services have been expanded

A service fulfilment installation involves a significant amount of software and services. Typically, the value
of the associated professional services is three to five times that of the software, when customised features,
integration with other OSS and data migration are included. The CSP’s IT staff often handles many of the
services. Local IT-integration firms frequently play a large role, as do the major SIs, such as Accenture and
IBM. These obtain significant amounts of revenue from professional services for service fulfilment – more
than do the software vendors, in many situations. However, a notable minority of ISVs , including Amdocs,
NetCracker (a part of NEC), and several vendors in growth markets, including Clarity, Comarch, and
Comptel, have also successfully sought this work.

Some of the ISVs that provide service fulfilment also provide outsourced operations, often as an option. In
an outsourced operation, the CSP makes a contract with the vendor to provide software and the IT systems
to run the software and the operations personnel to handle orders. This mode has been popular for cable
billing and mobile RF engineering for many years and shows some signs of migrating into other operational
areas.

The re-emergence of start-up CSPs with little existing infrastructure and limited expertise creates the
greatest demand for outsourced service fulfilment or SaaS. Synchronoss Technologies is the largest
vendor of outsourced service fulfilment in the USA. Some vendors are using SaaS as a temporary measure
to provide functionality quickly, until the CSPs’ data centres are ready to implement the software.
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Business environment
Regional service fulfilment outlook for 2010
NA
CALA

Telecoms spending will increase in this region

Regulatory pressure could limit growth

IPTV will drive new service bundles that need morecomplex service fulfilment

Telecoms spending will continue to increase slowly

Mobile service bundles will become more complex and
varied as more video services are introduced


EMEA
Turnkey projects for new entrants will continue – Costa
Rica’s mobile licence may be awarded in 2010
Dominant CSPs, such as América Móvil/TELMEX, Cable
& Wireless, Columbus Communications, Digicel,
Telefónica and Telecom Italia, will continue to dictate the
pace of this region
APAC

Telecoms spending will increase in this region

Telecoms spending will continue to grow in this region

Increases in mobile data speeds will drive new data
services and service bundles

China will remain a relatively closed service fulfilment
market

Maturation of the services layer will support many new
services, which will need to be implemented quickly and to
support instant provisioning

The Indian market will continue to grow

Maturation of the services layer will support many new
services, which will need to be implemented quickly and
to support instant provisioning

IPTV deployments are expected to increase
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
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Document map: Market shares
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
24
Service fulfilment market share report 2009
Market shares
Service fulfilment overall market shares in 2009
Figure 5: Service fulfilment market shares by revenue,
worldwide, 20091 [Source: Analysys Mason, 2010]

The overall market revenue for service fulfilment
was USD2.23 billion in 2009. The top-six
suppliers accounted for 44% of the market, which
is about the same as last year.

Generally speaking, the leading vendors that
maintained or gained market share did so by
taking on more services work and by expanding
existing projects, with some new projects in
growth markets.

Some vendors reaped the rewards of their earlier
acquisitions to fill holes in their product sites and
of efforts to integrate these acquisitions more fully
into their product lines.

This report does not include the fulfilment
software products offered by NEMs, even if those
systems have limited multi-vendor capabilities.
An assessment of these vendors’ offerings is
underway.
Telcordia
10.1%
Oracle
9.5%
Amdocs
9.2%
Other
56.0%
NEC
7.0%
HP
4.3%
Comptel
4.0%
Total revenue: USD2.233 billion
1
The ‘other’ category includes: Actix, AIRCOM International, Ascom, Clarity,
Comarch, GE Smallworld, Sigma Systems, Subex, Synchronoss and
Visionael, with an aggregate market share of 21%, and many other small
vendors, with an aggregate market share of 35%.
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Market shares
Service fulfilment product market shares in 2009
Figure 6: Service fulfilment product market shares by revenue,
worldwide, 20091 [Source: Analysys Mason, 2010]

The overall market revenue for service fulfilment
products was USD1.362 billion in 2009. The topsix suppliers accounted for 45% of the market,
which is about the same as last year.

Oracle and Amdocs swapped market share
positions in 2009. The rest of the top-six vendors
maintained the same market share position as
last year.
Telcordia
13.1%
Oracle
8.4%
Amdocs
6.8%
Other
56.6%
NEC
6.4%
Comptel
4.4%
Aircom
4.3%
Total revenue: USD1.362 billion
1
‘Product’ includes licence software, maintenance and a portion of
managed services and SaaS revenue attributed to products.
© Analysys Mason Limited 2010
26
Service fulfilment market share report 2009
Market shares
Service fulfilment product-related services market shares in
2009
Figure 7: Service fulfilment product-related services market
shares by revenue, worldwide, 20091 [Source: Analysys
Mason, 2010]
Amdocs
13.0%
Oracle
11.2%
Other
52.7%
NEC
8.1%

The overall market revenue for service fulfilment
product-related services was USD869 million in
2009. The top-six suppliers accounted for 47% of
the market, up from 45% in 2008.

Oracle and Amdocs both increased their market
shares in service fulfilment services.

NEC continued its movement towards moreproductised offerings that require less services,
offering preconfigured suites to solve targeted
problems.
HP
6.3%
Telcordia
Comptel 5.4%
3.3%
Total revenue: USD869 million
1
‘Product-related services’ includes installation and basic configuration of
software for product software supplied. Examples are the service
templates in an order management system and the equipment models in
an inventory system.
© Analysys Mason Limited 2010
27
Service fulfilment market share report 2009
Market shares
Service fulfilment market 2009: ratios of product to productrelated services
Figure 8: Service fulfilment product versus product-related
service revenue for ISVs, worldwide, 2009 [Source: Analysys
Mason, 2010]

Vendors differ significantly in their ratios of
product to product-related services revenue. The
variation comes from the extent to which products
are shrink-wrapped and preconfigured and from
the amount of work on product-related services
that the ISV chooses to pursue.

As well as software, CSPs increasingly look to
their major suppliers for product-related services
(installation, training and configuration, which are
included here) and professional services
(consulting, data loading, systems integration,
etc., which are not included here).

We believe that a combination of strong products,
strong product-related services and strong
professional services is the best overall value
proposition in service fulfilment for large ISVs.
458.7
28.9
54.8
70%
70.3
80%
112.8
97.7
90%
46.6
100%
60%
789.7
60.4
40.3
20%
86.9
30%
92.3
114.3
40%
178.4
50%
10%
Product
Other
Comptel
HP
NEC
Amdocs
Oracle
Telcordia
0%
Product-related services
Values listed in individual bars on the chart are USD million.
© Analysys Mason Limited 2010
28
Service fulfilment market share report 2009
Market shares
Order management overall market shares in 2009
Figure 9: Service fulfilment order management market shares
by revenue, worldwide, 20091 [Source: Analysys Mason, 2010]
Amdocs
9.6%

The global order management (OM) market
revenue was USD627 million in 2009.

The top-six suppliers accounted for 40% of the
commercial OM market. This market is highly
fragmented; a large number of vendors fall into in
the category of ‘Other’, each with USD5 million or
less in revenue. Acquisitions and OEM deals in
this area have boosted the share of OM revenue
of several vendors.

Some vendors have successfully positioned their
OM systems into the customer relationship
management (CRM) space to provide an
enterprise order control function for complex,
bundled orders that depend on an intricate
network of factors. We include this revenue under
CRM in the customer care area, suppressing the
apparent growth of OM.
Telcordia
8.5%
Sigma
Systems
5.9%
NEC
5.8%
Other
59.5%
Oracle
5.7%
Synchronoss
5.0%
Total revenue: USD627 million
1
The ‘other’ category includes:Clarity, Comarch, Comptel, ConceptWave,
CSG Systems, Evolving Systems, HP, Sonus Networks, TANDBERG
Television and Visionael.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
29
Market shares
Order management vendors in 2009






Amdocs has created its own OM portfolio by building on the technology of its acquisition Cramer Systems.
Much of Telcordia’s OM revenue is from legacy business with North American wireline incumbent
operators; Telcordia’s Service Order Activation and Control (SOAC) product continues to handle the
majority of PSTN orders in the USA. Telcordia’s Expediter and Exception Manager Systems are built on
ConceptWave’s Order Management offering.
Sigma Systems is the leading supplier of OM for cable MSOs. Sigma Systems continues to benefit from the
broader converged residential broadband services business, handling orders for VoD, gaming and other
value-added services.
OM is an important part of NEC’s (NetCracker) overall service fulfilment solution. Although many vendors
sell OM separately from other fulfilment, NEC’s NetCracker OM is nearly always integrated into its
inventory product.
Oracle’s overall OM business includes Oracle-developed products, Siebel-based OM and Oracle
Communications Order and Service Management (OSM), originally developed by MetaSolv, which has
been enhanced to address the enterprise order management space.
Synchronoss is an outsourced fulfilment supplier in NA for mobile CSPs. We count a portion of
Synchronoss’s revenue, which accounts for the product and professional services value, and subtract the
fulfilment operations value. Most of Synchronoss’s customers use it to handle orders for business services,
but Synchronoss also handles mobile and VoIP services.
© Analysys Mason Limited 2010
30
Service fulfilment market share report 2009
Market shares
Inventory overall market shares in 2009
Figure 10: Service fulfilment inventory market shares by
revenue, worldwide, 20091 [Source: Analysys Mason, 2010]
Telcordia
18.1%

The overall inventory market revenue rose from
USD598 million in 2008 to USD627 million in
2009.

The top-six suppliers account for 70% of the
inventory management market, having gone
through substantial merger and acquisition
activity over the last five years.

This segment continues to consolidate, but there
are still many smaller suppliers, some new to the
inventory market.
Other
29.0%
Amdocs
17.9%
Comptel
3.1%
Visionael
3.9%
Oracle
12.0%
NEC
16.0%
Total revenue: USD627 million
1
The ‘other’ category includes: Aktavara, Clarity, Comarch, CommSolv,
Dorado, HP, Netformx, Subex, Synchronoss and TierOne OSS.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
31
Market shares
Inventory vendors in 2009 [1]

Telcordia maintained its leadership position on the strength of its legacy TIRKS, LFACS and SWITCH
systems, as well as that of its modern Telcordia Granite Inventory system and the Telcordia Network
Engineer systems when it used to provide physical inventory of inside equipment (the majority of the
revenue from Network Engineer is included under engineering tools, however). These two systems have
also been integrated to provide full logical and physical inventory functions.

Amdocs continues to sell its overall service fulfilment solution, which was expanded in 2009 to include new
capacity planning functions. Amdocs’ major strength is in the European market, which has traditionally
been the strongest geographical segment, but suffered from the economic downturn in 2009. The
acquisition of cable inventory, OM and activation specialist JacobsRimmel and the integration of its
products into the Amdocs OSS product line has brought Amdocs greater presence in the cable MSO CSP
space.

NetCracker, now a part of NEC, was able to continue to grow as it expanded earlier service fulfilment
installations, extending them to new services and technologies. NetCracker also closed about six new
service fulfilment deals in 2009. In 2010, NEC announced that all of the NEC OSS and BSS software had
been consolidated into the NetCracker unit (this consolidation is not included in this report). This will create
a new BSS/OSS powerhouse with revenue of over USD1 billion.

Oracle has two principal inventory solutions: UIM for inventory of IT and network-based services, and MSS
for network resource management with regulated ordering support. These are usually purchased by CSPs,
together with OSM and Activation, to enable the fulfilment of IT and network-based services. Much of
Oracle’s business comes from growth markets that are deploying broadband and mobile services, as well
as from continued expansion of MSS for business-to-business services, primarily in the Americas.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
32
Market shares
Inventory vendors in 2009 [2]

Comptel is Finland’s public OSS provider. Its inventory customers include América Móvil, Bharti Airtel,
China Mobile, O2, Saudi Telecom, T-Mobile, Telefónica and Vodafone. These solid, convergent inventory
deployments are a part of the overall Comptel Dynamic OSS fulfilment solution.

Visionael has been up and down, and in and out of the CSP market, over the past five years. It is still
focused primarily on enterprises and government, but gets about one-third of its business from CSPs. In the
past three years, its IP-focused inventory management system has been successful in many CSPs,
including cable MSOs and business service groups of major CSPs, keeping it among the leaders in the
telecoms market.

Other companies with stronger inventory are those that are focused especially on activation. Notable in that
category are HP and Subex (via its Syndesis acquisition). Also, Australia’s Clarity and Poland’s Comarch,
which offer complete OSS solutions, mostly in growth markets, have experienced significant growth in their
inventory businesses.

New to the list of the top-sixteen suppliers is Netformx. It provides an assign and design solution for
business services, as well as a repository for the logical configuration of the IP network to support business
users. We expect many new entrants from the enterprise market to come into the inventory market, as the
CSP infrastructure looks increasingly like an enterprise IT shop.
© Analysys Mason Limited 2010
33
Service fulfilment market share report 2009
Market shares
Activation overall market shares in 2009
Figure 11: Service fulfilment activation market shares by
revenue, worldwide, 20091 [Source: Analysys Mason, 2010]
Oracle
21.0%
Other
36.9%
HP
12.1%
Amdocs
6.0% Telcordia
6.9%

The global activation market revenue was
USD465 million in 2009, 5.4% more than in the
previous year.

The top-six suppliers accounted for 63% of the
market, down from 65% in 2008.

The order of the market leaders was the same in
2009 as in 2008.

This market again grew significantly in 2009, as
mobile, VoIP, IPTV, IP VPNs and growth markets
all became more important, but the PSTN market
continued to fall.
Comptel
9.0%
Subex
8.1%
Total revenue: USD465 million
1
The ‘other’ category includes: Clarity, CMS, Evolving Systems, IEL,
Intec, Kabira, NEC, Sigma Systems, Sonus Networks, Vero Systems
and Visionael.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
34
Market shares
Activation vendors in 2009

Oracle continues to be the leading activation supplier, with a system that traces its technological lineage to
the well-deployed ASAP system. Its customers range from Tier-1 operators in North America and Europe to
competitive CSPs in growth markets.

HP focuses on activating IP-based services, including VPNs, metro Ethernet, DSL, Wi-Fi and data centre
automation. HP’s largest activation customer is Telefónica in Europe and Latin America. It also does
business with other European and Asian CSPs. HP’s services organisation is a big factor in the strength
and growth of its activation business.

Comptel’s activation business focuses on mobile services in growth markets where CSPs need complex
activation for the increasingly complex service bundles. Comptel capitalises upon its strong position in
mediation to gain business in mobile growth markets. It usually provides products, as well as the necessary
professional services, to maximise its revenue opportunity from each sale.

Subex integrated the Syndesis activation product it acquired and offers it with its integrated service
fulfilment suite. Its business is driven by activation of new complex IP-based services and service bundles.

Amdocs has a traditional business in mobile voice activation, which gives it a significant position in
activation. It has added to that position with the service activation capabilities of the Amdocs OSS portfolio
and the creation of preconfigured service packs for targeted services and technologies.

Telcordia has a strong set of legacy systems for service activation, as well as its next-generation Activator
product, which is sold in conjunction with the Telcordia Granite Inventory system.
© Analysys Mason Limited 2010
35
Service fulfilment market share report 2009
Market shares
Engineering tools overall market shares in 2009
Figure 12: Service fulfilment engineering tools market shares
by revenue, worldwide, 20091 [Source: Analysys Mason, 2010]

The overall engineering tools market revenue
was USD521 million in 2009, representing a
modest 1.2% increase over 2008.

Three of the top-six vendors are primarily mobile
RF engineering and optimisation systems
(AIRCOM International, Ascom Holding and
Actix), while the other three are GIS-based
outside plant engineering and planning systems
(GE Smallworld, Telcordia Network Engineer and
Intergraph).

The engineering tools market traditionally grows
slowly, but should experience more activity as
LTE and FTTx implementations begin in earnest.
Growth in product revenue, however, will be
limited by the worldwide trend of outsourcing the
engineering function to specialised vendors and
NEMs.
Aircom
14.7%
Ascom
Holdings
10.8%
Other
48.4%
GE
Smallworld
7.9%
Intergraph
5.1%
Actix
7.7%
Telcordia
5.4%
Total revenue: USD521 million
1
The ‘other’ category includes: Airwide Solutions, Bentley Systems, HP,
Intelliden, MapInfo, Mentum, NEC, OPNET Technologies, Schema and
VPIsystems.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
36
Document map: Vendor analysis
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
37
Service fulfilment market share report 2009
Vendor analysis
Actix
Figure 13: Actix’s service fulfilment revenue, worldwide, 2008
and 2009 [Source: Analysys Mason, 2010]
Revenue (USD million)
60
Table 4: Actix analysis [Source: Analysys Mason, 2010]
Strengths

Private company focusing on mobile network planning and
optimisation software

Strong RF planning and centralised optimisation software
products

Announced a self-organising network solution in 2009. Is
forming a partnership with Nokia Siemens to bring it to
market

Good exposure to growth markets
50
40
30
20
10
0
2008
2009
Figure 14: Actix’s service fulfilment revenue by region, 2009
[Source: Analysys Mason, 2010]
NA
17%
APAC
40%
Weaknesses

Is a product company in what is becoming a more
outsourced engineering services business
Strategic direction
CALA
8%

Become the leader in self-organising network (SON)
solutions
EMEA
35%
© Analysys Mason Limited 2010
38
Service fulfilment market share report 2009
Vendor analysis
AIRCOM International
Figure 15: AIRCOM International’s service fulfilment revenue,
worldwide, 2008 and 2009 [Source: Analysys Mason, 2010]
Table 5: AIRCOM International analysis [Source: Analysys
Mason, 2010]
Strengths
Revenue (USD million)
80

Largest vendor of network planning in mobile, providing
mobile network engineering tools and outsourced services
50

Extensive installed base
40

Had wins at Zain and Telecoms Network Malawi in 2009

Has strategic relationships with Telcordia and Tango Telecom

Has partnering arrangements with Huawei, Cincinnati Bell
and Nokia Siemens Networks
70
60
30
20
10
0
2008
2009
Figure 16: AIRCOM International’s service fulfilment revenue
by region, 2009 [Source: Analysys Mason, 2010]
APAC
13%
NA
8% CALA
5%

Is incorporating Aria Networks’ software into its backhaul
planning module
Weaknesses

Mainly an outsourced engineering company, not a software
technology company

Vast majority of its revenue comes from EMEA; has minor
exposure to growth markets
Strategic direction
EMEA
74%

Become the leader in LTE support

Provide integrated RF and wireline infrastructure planning for
mobile CSPs
© Analysys Mason Limited 2010
39
Service fulfilment market share report 2009
Vendor analysis
Amdocs
Figure 17: Amdocs’ service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 6: Amdocs analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
250

Public company with strong integrated BSS and OSS
product suites focused on the CSP market
150

Preconfigured solutions for targeted problems
100

History of successful acquisitions
50

Strong services extract the most revenue from a project
200
Weaknesses
0
2008
2009
Figure 18: Amdocs’ service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]
NA
14.2%
APAC
14.2%
CALA
3.6%

Overall, Amdocs orientation is towards serving a limited
number of customers, not acquiring new ones

Excels at large transformation projects, which are few

Overall company performance has not met expectations
Strategic direction

Continue to integrate BSS and OSS areas

Preconfigured product suites and solutions for faster
implementation

Managed OSS services

Evolve integrated network planning, build and roll-out
EMEA
68.0%
© Analysys Mason Limited 2010
40
Service fulfilment market share report 2009
Vendor analysis
Ascom Holding
Figure 19: Ascom Holding’s service fulfilment, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Revenue (USD million)
60
Table 7: Ascom Holding analysis [Source: Analysys Mason,
2010]
Strengths
50

Ascom is a USD478 million company providing a number of
specialised wireless communications solutions to many
industries

For CSPs, Ascom provides mobile planning, testing, and
optimisation systems

TEMS CellPlanner and TEMS LinkPlanner are well-regarded
RF engineering products with a long history and an excellent
pedigree
40
30
20
10
0
2008
2009
Figure 20: Ascom Holding’s service fulfilment revenue by
region, 2009 [Source: Analysys Mason, 2010]
Weaknesses

Little focus on the CSP market
Strategic direction
APAC
15%
NA
30%

Selling TEMS CellPlanner and LinkPlanner products to
Mentum in 2010, leaving the CSP network planning tools
market after having integrated the TEMS mobile
measurements organisation into its network testing division
CALA
5%
EMEA
50%
© Analysys Mason Limited 2010
41
Service fulfilment market share report 2009
Vendor analysis
Comptel
Figure 21: Comptel’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 8: Comptel analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
120
100

Comptel is a public company providing fulfilment and
resource management, catalogue and mediation and
charging products for the CSP market

Axiom acquisition formed the basis of its service fulfilment
platform. OM and service activation is strong in most non-US
markets

IP orientation

Strong in MEA, a growing market
80
60
40
20
0
2008
2009
Weaknesses
Figure 22: Comptel’s service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]
APAC
13.1%
CALA
3.3%

Little exposure to NA market

Inventory system is not a major player in the market
Strategic direction

Building end-to-end solutions for service fulfilment
automation used in fixed broadband networks

Closer partnerships with major suppliers, such as AlcatelLucent, Cisco and IBM
EMEA
83.7%
© Analysys Mason Limited 2010
42
Service fulfilment market share report 2009
Vendor analysis
GE Smallworld
Revenue (USD million)
Figure 23: GE Smallworld’s service fulfilment revenue,
worldwide, 2008 and 2009 [Source: Analysys Mason, 2010]
Table 9: GE Smallworld analysis [Source: Analysys Mason,
2010]
Strengths
40

Smallworld is a product of GE Energy, a subsidiary focused
on outside plant engineering and field force management for
utilities and CSPs

Well-regarded GIS system for physical layer of outside plant
engineering

Strong worldwide GE brand
30
20
10
0
2008
2009
Figure 24: GE Smallworld’s service fulfilment revenue by
region, 2009 [Source: Analysys Mason, 2010]

Lack of focus on CSP market

Logical inventory module is not widely deployed
Strategic direction
APAC
15%
NA
35%
EMEA
40%
Weaknesses

Continue to serve existing customers

Utelco market
CALA
10%
© Analysys Mason Limited 2010
43
Service fulfilment market share report 2009
Vendor analysis
Hewlett-Packard
Figure 25: HP’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 10: HP analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
120

Division of a strong well-known public technology company

HP NGOSS is a strong contender in both service assurance
and service fulfilment

Strong activation product in integrated service fulfilment suite

HP product and consulting presence in growth markets
provides sales leads

Renewed HP focus on the CSP market through the new
Communications, Media and Entertainment (CME)
organisation
100
80
60
40
20
0
2008
2009
Figure 26: HP’s service fulfilment revenue by region, 2009
[Source: Analysys Mason, 2010]
NA
10.0%
APAC
30.0%
CALA
10.0%
Weaknesses

Resell two key pieces of service fulfilment architecture as a
part of their service fulfilment suite, order management
(ConceptWave) and inventory (NetCracker)

Weak presence in customer care, which is being integrated
with service fulfilment by other vendors
Strategic direction
EMEA
50.0%

Consulting-led solutions approach

Introducing IT technology into CSP market (e.g. UCMDB)

Helping CSPs get into new businesses via joint go-to-market
initiatives and outsourcing (e.g. Alcatel-Lucent deal)
© Analysys Mason Limited 2010
44
Service fulfilment market share report 2009
Vendor analysis
Intergraph
Figure 27: Intergraph’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Strengths
30
Revenue (USD million)
Table 11: Intergraph analysis [Source: Analysys Mason,
2010]

Intergraph is a large private company that provides
engineering and geospatial software to a wide range of
industries. Overall 2009 revenue was USD770.4 million
15

Major users include Bell Canada and Shanghai Telecom
10
Weaknesses
25
20
5

0
Little focus on the CSP market
Strategic direction
2008
2009
Figure 28: Intergraph’s service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]

Maintain current customers in telecoms

Expand in other areas
APAC
5%
EMEA
35%
NA
60%
© Analysys Mason Limited 2010
45
Service fulfilment market share report 2009
Vendor analysis
NEC NetCracker
Figure 29: NEC’s service fulfilment revenue, worldwide, 2008
and 2009 [Source: Analysys Mason, 2010]
Table 12: NEC analysis [Source: Analysys Mason, 2010]
Revenue (USD million)
Strengths
160
140
120
100
80
60
40
20
0
2008
2009
Figure 30: NEC’s service fulfilment revenue by region, 2009
[Source: Analysys Mason, 2010]
APAC
14.5%

Aggressive sales posture in growth markets with low initial
prices

Ability to expand footprint of initial projects, obtaining
continuing revenue

Doing all the services itself captures maximum revenue and
gives control of the CSPs’ experience with the product

IP orientation of products
Weaknesses

No billing system to integrate with service fulfilment to
provide a full order-to-bill process

No partner SIs
Strategic direction

NA
43.2%

Become the communications software arm of NEC, taking all
of the NEC OSS and BSS products under the NetCracker
brand
Be the ‘transformation’ leader in OSS
EMEA
41.5%
CALA
0.8%
© Analysys Mason Limited 2010
46
Service fulfilment market share report 2009
Vendor analysis
Oracle
Figure 31: Oracle’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 13: Oracle analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
250

Ubiquitous brand and sales presence in telecoms from
Oracle database and BEA middleware products

Popular activation product integrated with OM and updated
inventory, all within comprehensive overall software and data
architecture
50

Strong SI relationships provide excellent sales reach
0

Core competency in acquiring and integrating technology
companies
200
150
100
2008
2009
Weaknesses
Figure 32: Oracle’s service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]
APAC
19.5%
NA
40.9%

Dependence on SIs for sales and successful
implementations

Supporting both stand-alone and tightly integrated
architecture increases costs

UIM is a relatively recent inventory product

No announced migration path for current MetaSolv
customers
Strategic direction
EMEA
32.0%
CALA
7.6%

Pre-integrated, preconfigured suites

Introduce IT technology products into CSP market
© Analysys Mason Limited 2010
47
Service fulfilment market share report 2009
Vendor analysis
Sigma Systems
Figure 33: Sigma Systems’ service fulfilment revenue,
worldwide, 2008 and 2009 [Source: Analysys Mason, 2010]
Revenue (USD million)
50
Table 14: Sigma Systems analysis [Source: Analysys Mason,
2010]
Strengths
40

Private ISV focused on CSP service management, service
catalogue and device provisioning

Leader in service fulfilment for cable MSO market

Strong resellers: Ericsson, Fujitsu, others
30
20
10
Weaknesses
0

2008
2009
Figure 34: Sigma Systems’ service fulfilment revenue by
region, 2009 [Source: Analysys Mason, 2010]
Little physical inventory and fulfilment functionality – focus is
only on logical provisioning
Strategic direction
APAC
10%
EMEA
20%
CALA
5%

Little connection to customer care functionality, being
integrated by other vendors

Geographical expansion

Additional resellers

Wireline triple-play CSPs

Advanced advertising
NA
65%
© Analysys Mason Limited 2010
48
Service fulfilment market share report 2009
Vendor analysis
Subex
Figure 35: Subex’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 15: Subex analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
50

Part of large public information services and cross-industry
software technology company that grew from a telecoms
background

Strong product lines in revenue assurance and activation
40
30
20
Weaknesses
10

0
2008
2009
Figure 36: Subex’s service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]
Company focus is more on revenue assurance than service
fulfilment
Strategic direction

Service fulfilment in a box
APAC
12%
NA
45%
EMEA
41%
CALA
2%
© Analysys Mason Limited 2010
49
Service fulfilment market share report 2009
Vendor analysis
Synchronoss
Revenue (USD million)
Figure 37: Synchronoss’s service fulfilment revenue,
worldwide, 2008 and 20091 [Source: Analysys Mason, 2010]
Table 16: Synchronoss analysis [Source: Analysys Mason,
2010]
50
Strengths
40

Service activation platform, sold as a service to Tier-1 mobile
and cable MSO CSPs in the USA

Impressive list of Tier-1 customers
30
20
Weaknesses
10

Nearly two-thirds of its revenue is from one customer, AT&T
0

Very little revenue from outside the USA
2008
2009
Figure 38: Synchronoss’s revenue by region, 20091 [Source:
Analysys Mason, 2010]
Strategic direction

Broaden customer base
NA
100%
1
The majority of Synchronoss’s revenue is from outsourced fulfilment operations. We count a
portion of Synchronoss’s 2009 revenue of USD128 million, which accounts for the product and
professional services value and subtract the fulfilment operations value.
© Analysys Mason Limited 2010
50
Service fulfilment market share report 2009
Vendor analysis
Telcordia
Figure 39: Telcordia’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 17: Telcordia analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
300

US RBOC legacy systems provide a revenue base

Tier 1 orientation with very scalable software systems

Telcordia Granite Inventory (logical inventory) and Network
Engineer (physical inventory and outside plant) are
individually strong technical products that work together

Recent partner programme has increased sales reach
250
200
150
100
50
0
2008
2009
Figure 40: Telcordia’s service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]
APAC
6.8%
Weaknesses

Minor presence in growing mobile and growth markets

Little functionality in customer care, which is an area
integrating with service fulfilment

Depends on a partner, ConceptWave, for OM
Strategic direction
EMEA
19.0%
CALA
4.5%

Maintenance, configuration and customisation of in-place
systems for current customers

Solution selling

Increasing use of partners for sales reach
NA
69.7%
© Analysys Mason Limited 2010
51
Service fulfilment market share report 2009
Vendor analysis
Visionael
Figure 41: Visionael’s service fulfilment revenue, worldwide,
2008 and 2009 [Source: Analysys Mason, 2010]
Table 18: Visionael analysis [Source: Analysys Mason, 2010]
Strengths
Revenue (USD million)
50
40

Traditionally strong in IP network inventory

Products span the enterprise (one-third of revenue) and CSP
markets

Large IP equipment model library

Low implementation and integration costs
30
20
10
Weaknesses
0
2008
2009
Figure 42: Visionael’s service fulfilment revenue by region,
2009 [Source: Analysys Mason, 2010]
APAC
10%
NA
40%

Only basic OM functionality

Speciality inventory company in a market that is increasingly
rewarding service fulfilment suites
Strategic direction

New release incorporates novel software technology and
architecture

Refocus attention onto the CSP market

Partner-centric sales and support model
EMEA
48%
CALA
2%
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Service fulfilment market share report 2009
Vendor analysis
Vendor analysis summary [1]
Table 19a: Comparison of service fulfilment ISVs1 [Source: Analysys Mason, 2010]
Region
Vendor
Overall
NA
CALA
EMEA
APAC
Mobile
Business
Residential
broadband















Acision






Actix






AIRCOM International






Airwide Solutions





Aktavara

Amdocs


Andrew (CommScope)

Aria










Ascom Holding


AsiaInfo Holdings

Bentley Systems


CADTEL


CellVision


Clarity

CMS


Comarch


CommSolv






PSTN


1

Market segment

























Key:  = has a presence in the market  = has a notable presence in the market = market leader.
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Vendor analysis
Vendor analysis summary [2]
Table 19b: Comparison of service fulfilment ISVs1 [Source: Analysys Mason, 2010]
Region
Vendor
Overall
NA
CALA
EMEA
APAC
Mobile
Market segment






Residential
broadband


















CSG Systems





Computer Support
Services, Inc. (CSSI)




Dorado


ECI Telecom

ETI Software


Evolving Systems


Fastwire Group


GE Smallworld


Hewlett-Packard


IEL


Intec Telecom Systems

Intelliden


Intergraph

IPVALUE
Kabira
Comptel

ConceptWave

Convergys
1
PSTN
Business
































































Key:  = has a presence in the market  = has a notable presence in the market = market leader.
© Analysys Mason Limited 2010
54
Service fulfilment market share report 2009
Vendor analysis
Vendor analysis summary [3]
Table 19c: Comparison of service fulfilment ISVs1 [Source: Analysys Mason, 2010]
Region
Vendor
Overall
NA
CALA
EMEA
APAC
Mobile
Market segment
PSTN
Business


Residential
broadband




MapInfo






Mentum






NEC






Netformx






OPNET Technologies







Oracle







Objective Systems
Integrators (OSI)


Schema

ServiceSPAN

Sigma Systems





Sonus Networks





Sterling Commerce


Subex


Synchronica


Synchronoss
Technologies


TANDBERG Television





Telcordia





1




























Key:  = has a presence in the market  = has a notable presence in the market = market leader.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
55
Document map: Annexes
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
56
Annexes: Sub-segment definitions and deployment architecture
Document map
Annexes
Sub-segment definitions and deployment architecture
Mergers and acquisitions
© Analysys Mason Limited 2010
57
Service fulfilment market share report 2009
Annexes: Sub-segment definitions and deployment architecture
Order management
Figure 43: Order management system key functions [Source:
Analysys Mason, 2010]

OM systems control and report on the process of
fulfilling service orders. Service orders may be
requests for: new service, removal of service,
moving an existing service to a new address or
mobile device, or making changes to an existing
service or an existing order.

OM systems break orders into the many steps
involved in turning up service, sequence these
steps and monitor them to verify that they are all
completed. The process may involve changes to
central office switches, porting of numbers from
another CSP, shipment of customer premises
equipment, installation of cables, HLR updates,
access point activation, back-haul circuit
configuration, changes in a policy server, circuit
test and many other such steps.

As services and service bundles become much
more complex, OM has an additional function of
determining ability to support a particular
requested service before the order is activated.
Order management
Service design
Interfaces
• Service/Product catalogue
• Service definition
•
•
•
•
•
•
•
Order process handler
•
•
•
•
•


Workflow system
Exception handler
Status monitor
Reporting
Order modification handler
Order entry
Activation systems
Billing
Work order
LNP
Wholesale access lines
OSS/J – Order API
The value of an order management (OM) system
is measured by its ability to reduce delays,
mistakes and costs in turning on new services.
OM systems differentiate themselves from
generic business process management software
in their preconfiguration for telecoms services
and the ease of adapting them to new services
and technologies.
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Annexes: Sub-segment definitions and deployment architecture
Inventory
Figure 44: Inventory system key functions [Source: Analysys
Mason, 2010]

Inventory management systems track the
resources used to provide service and the
physical and logical configuration of the network
to provide persistent services. Resources may be
physical assets, such as routers or cables, or
may be logical resources, such as IP addresses
or telephone numbers. These systems were
traditionally static inventory. Modern systems
both track the inventory, and control the
assignment of the inventory with systems that
understand how to consume, allocate and
combine resources to support complex
connections and services.

Recently, IT-centric configuration and change
management (CCM) has been used to manage
the configuration of telecoms services supported
on IT systems. These systems generally support
messaging or content, but are extending into
more functions as SDPs become common. A few
CSPs have used their CCM systems to configure
these new service platforms.
Inventory management
Inventory
•
•
•
•
Physical equipment
Transport connections
Services
Logical addresses
Resource assignment
•
•
•
•
•
TDM transport links
ATM/Frame relay
IP VPN, MPLS, Ethernet
VoIP, IPTV
Content and IT
Discovery and
reconciliation
• Equipment discovery
• Logical connections
discovery
• Reconciliation of network
and inventory
• Reconciliation of diverse
inventory
Federation and
interfaces

Benefits of inventory systems include provisioning
services without errors due to mismatch of
equipment or capabilities and quickly finding faults
that affect many services by providing a good ‘map’
of the network.

Modern inventory systems can handle many types
of equipment, have interfaces to other functions and
synchronise with the network.
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Annexes: Sub-segment definitions and deployment architecture
Activation
Figure 45: Activation system key functions [Source: Analysys
Mason, 2010]

Activation systems automate the explicit
commands to turn on a new service. They
communicate with service-layer databases,
network management systems, element
management systems, or communicate directly to
network elements. Usually, activation systems
map connection requests that come through
other systems (such as OM or inventory) to the
specific commands that control the network.

There are two general categories of activation
systems: those that configure IT-based resources
and those that configure network equipment.
Activation systems are closely tied to specific
types and models of hardware and equipment
manufacturers provide much of this software.
Activation
Activation controls
OSS interfaces
•
•
•
•
Scheduling
Sequencing
Retry management
Error handling
• Inventory management
• Order management
• Engineering systems
Developer tools
Equipment interfaces
• Developer kits
• Test tools
•
•
•
•
•
Equipment CLIs
TLI
CMISE
SNMP
EMS

Benefits of activation systems centre around
speedy, error-free service provisioning.

Modern activation systems differentiate
themselves by their ability to activate wide
varieties of equipment and by their error-handling
capabilities.
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Annexes: Sub-segment definitions and deployment architecture
Engineering tools
Figure 46: Engineering tools key functions [Source: Analysys
Mason, 2010]

Engineering tools encompass a range of
applications that help engineering departments to
operate more efficiently. These tools require a
human interface. They include planning,
equipment installation and configuration, mobile
device management, outside plant inventory,
technician dispatch and diagnostic tools.

Many of these tools are developed in-house by
CSPs. NEMs always provide a range of tools to
support their own hardware. These may be
developed in-house or customised by ISVs for
resale by the NEM. Neither tools developed by
CSPs nor NEMs’ tools are included in the
engineering tools market share.

Engineering tools are slowly being replaced by
software systems that automate the processes
formerly carried out by the engineering experts.
They are also being integrated into other
systems, such as ERP, logistics and project
management systems to provide much more
efficient operation.
Engineering tools
Network installation
and configuration
Network design and
optimisation
•
•
•
•
•
•
•
•
•
Cable throw
Trunk re-homing
IP network growth
Mobile radio tuning
Configuration control
Outside plant
• Facilities design
• GIS
• Physical plant layout
Fibre and TDM
ATM/FR
IP/Ethernet networks
Fixed and mobile radio
planning
• Mobile cell optimisation
• VPNs and private
networks

Engineering systems benefit CSPs by providing
the right equipment at the right time in the right
place and properly configured to be ready for
service activation.

Modern engineering tools differentiate
themselves by their ease of use, the accuracy of
their output and, increasingly, by their integration
with other tools and systems.
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Annexes: Sub-segment definitions and deployment architecture
Traditional wireline service fulfilment flow
Figure 47: Interfaces supported by NMS [Source: Analysys
Mason, 2010]

Traditional service fulfilment generally handled
orders for single services that depended upon a new
circuit in a wireline network. Manual steps were
often required and engineers depended heavily
upon discrete tools to do their specialised jobs.

Traditionally, each major service had its own stack
of service fulfilment systems and its own order entry
system.
Order entry
Customer care
Order management
Inventory/NRM
Activation
Service
assurance
Engineering tools
Service
fulfilment
Network
© Analysys Mason Limited 2010
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Service fulfilment market share report 2009
Annexes: Sub-segment definitions and deployment architecture
Modern service fulfilment flow

CSPs are changing how they use service fulfilment.
New orders may still require a new network circuit or
connection to an end user, but the connection, if it is
IP VPN or IPTV, may be more complex than ever
before. The order is likely to include a number of
services that require no new connections, but are
instead additional applications that use and share
an existing connection. The connection is more
likely to be to a mobile device. On these, a new path
is established through the network each time a user
makes use of a service instead of one preconfigured
by engineering the network. Also, the ability to
provide a particular service may depend upon the
network configuration, the capabilities of the enduser device and prerequisite services.

These requirements are blurring the lines of
traditional service fulfilment and customer care, as
complex bundles of services with even more
complex dependencies are offered to consumers.
These bundles must be validated before an order is
placed, requiring much more complex interactions
between customer care, OM and partners’ systems.
Figure 48: Modern service fulfilment information flow [Source:
Analysys Mason, 2010]
Customer
care
Billing
Order management
Inventory/NRM
VoIP IPTV
Email Gaming
Conferencing
Content
Activation
Network
Activation
IMS
Service delivery
platform
Partner
CSPs
Service
assurance
Engineering tools
Master
catalogue
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
63
Annexes: Mergers and acquisitions
Document map
Annexes
Sub-segmentdefinitions and deployment architecture
Mergers and acquisitions
© Analysys Mason Limited 2010
64
Service fulfilment market share report 2009
Annexes: Mergers and acquisitions
Service fulfilment mergers and acquisitions
Table 20a: Service fulfilment mergers and acquisitions, 2005 to May 2010 [Source: Analysys Mason, 2010]
Transaction value Annual revenue Price revenue
(USD million)
(USD million)1
multiple
Date
Buyer
Seller
May 2010
TIBCO Software
Kabira
N/a
N/a
N/a
May 2010
Mentum
Ascom Holding’s TEMS
CellPlanner and LinkPlanner
2.2
5*
0.4
Apr 2010
VPIsystems
Elanti
1*
1*
1.0
Feb 2010
IBM
Intelliden
N/a
10*
N/a
Jun 2009
Ascom Holding
Ericsson TEMS unit
168
146
1.2
Dec 2008
Convergys
Ceon
18*
7*
2.2
June 2008
NEC
NetCracker
300*
60
1.1
Apr 2008
Comptel
Axiom
12
15
0.8
Apr 2008
Sonus
Atreus
20*
15*
1.3
Dec 2007
ARRIS
C-Cor
730
270*
2.7
1
Revenue figures are either publicly reported or Analysys Mason estimates (marked as *). N/a = no data available.
© Analysys Mason Limited 2010
65
Service fulfilment market share report 2009
Annexes: Mergers and acquisitions
Service fulfilment mergers and acquisitions
Table 20b: Service fulfilment mergers and acquisitions, 2005 to May 2010 [Source: Analysys Mason, 2010]
Date
Buyer
Seller
Dec 2007
ARRIS
C-Cor
Sep 2007
Oracle
Jun 2007
Transaction value Annual revenue Price revenue
(USD million)
(USD million)1
multiple
730
270*
2.7
Netsure
5*
5*
1.0
CommScope
Andrew
2600
2200
1.2
Mar 2007
Subex
Syndesis
165
48*
3.4
Feb 2007
Ericsson
TANDBERG Television
1400
500*
1.4
Oct 2006
SYS
AiMetrix
7
8
1.1
Oct 2006
Oracle
MetaSolv
219
140*
1.6
Jul 2006
Amdocs
Cramer
375
129
2.9
Mar 2006
CSG
Telution
22
12*
1.8
Jan 2005
TANDBERG Television
N2 Broadband
120
45*
2.7
1
Revenue figures are either publicly reported or Analysys Mason estimates (marked as *). N/a = no data available.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
66
Document map: Authors, copyright and key to acronyms
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
67
Authors, copyright and key to acronyms
Author
Mark H. Mortensen (Principal Analyst) is the lead analyst for Analysys Mason’s Customer Care and Service
Fulfilment research programmes, which are part of the Telecoms Software research stream. His primary areas
of specialisation include customer self-care, IT asset management and CMDBs and enterprise order control
and master catalogues. The first 20 years of Mark's career were spent at Bell Laboratories, where he
specialised in starting software products for new markets and network technologies and in the interaction of
software with the underlying network hardware. Mark was Chief Scientist of Management Systems at Bell
Labs, and has also been president of his own OSS strategy consulting company, CMO at the inventory
specialist Granite Systems, VP of Product Strategy at Telcordia Technologies, and SVP of Marketing at the
network planning software vendor VPIsystems. Mark holds an MPhil and a PhD in physics from Yale University
and has received two AT&T Architecture awards for innovative software solutions. He is also an adjunct faculty
member of UMass Lowell in the College of Management.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
68
Authors, copyright and key to acronyms
Copyright
Published by Analysys Mason Limited, Bush House, North West Wing, Aldwych, London WC2B 4PJ, UK
Tel: +44 (0)20 7395 9000; Fax: +44 (0)20 7395 9001; Email: [email protected];
Web: www.analysysmason.com/research
Registered in England No. 5177472
© Analysys Mason Limited 2010
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in
any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the prior
written permission of the publisher.
ISBN 978 1 906881 22 1.
Disclaimer
Analysys Mason Limited maintains that all reasonable care and skill have been used in the compilation of this
publication. However, Analysys Mason Limited shall not be under any liability for loss or damage (including
consequential loss) whatsoever or howsoever arising as a result of the use of this publication by the customer,
his servants, agents or any third party.
Analysys Mason Limited recognises that many terms appearing in this report are proprietary; all such trademarks
are acknowledged and every effort has been made to indicate them by the normal UK publishing practice of
capitalisation. However, the presence of a term, in whatever form, does not affect its legal status as a trademark.
The opinions expressed are those of the stated author only.
© Analysys Mason Limited 2010
Service fulfilment market share report 2009
69
Authors, copyright and key to acronyms
Key to acronyms [1]
3G
Third generation
ERP
Enterprise resource planning
APAC
Asia–Pacific region
eTOM
Enhanced Telecom Operations Map
API
Application programme interface
FTTH
Fibre to the home
ARPU
Average revenue per user
FTTx
Fibre to the x
ATM
Asynchronous transfer mode
GIS
Geographical information system
BPM
Business process management
GPON
Gigabit Passive Optical Network
BSS
Business support system
HFC
Hybrid fibre coax(ial)
CALA
Central and Latin America
HLR
Home location register
CCM
Configuration and change management
IMS
IP Multimedia Subsystem
CLI
Calling line identification
IP
Internet Protocol
CMISE
Common management information
service element
IPTV
Internet Protocol TV
ISV
Independent software vendor
IT
Information technology
LNP
Local number portability
LTE
Long Term Evolution
CRM
Customer relationship management
CSP
Communications service provider
EMEA
Europe, the Middle East and Africa
EMS
Element management system
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Author <NBED or Authors>, copyright and key to acronyms
Key to acronyms [2]
MEA
Middle East and Africa
RF
Radio frequency
MPLS
Multi-Protocol Label Switching
SaaS
Software as a service
MSO
Multiple system operator
SDP
Service delivery platform
NA
North America
SI
Systems integrator
NEM
Network equipment manufacturer
SME
Small or medium-sized enterprise
NGA
Next-generation access network
SNMP
Simple Network Management Protocol
NGN
Next-generation network
STB
Set-top box
NRM
Network resource management
TDM
Time-division multiplexing
OEM
Original equipment manufacturer
TLI
Transport Layer Interface
OM
Order management
VoIP
Voice over Internet Protocol
OSS
Operations support system
VPN
Virtual private network
PSTN
Public switched telephone network
Wi-Fi
Wireless Fidelity
RBOC
Regional Bell operating company
xDSL
Generic digital subscriber line
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Service fulfilment market share report 2009
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Document map: List of figures and tables
Document map
Executive summary
Recommendations
Market definition
Business environment
Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
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Service fulfilment market share report 2009
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List of figures and tables
List of figures and tables [1]
Figure 1: Service fulfilment market shares by revenue, worldwide, 2009
Figure 2: Service fulfilment market shares by revenue, 2008 and 2009
Figure 3: Service fulfilment market shares by region, 2008 and 2009
Figure 4: Telecoms software market segments
Figure 5: Service fulfilment market shares by revenue, worldwide, 2009
Figure 6: Service fulfilment product market shares by revenue, worldwide, 2009
Figure 7: Service fulfilment product-related services market shares by revenue, worldwide, 2009
Figure 8: Service fulfilment product versus product-related service revenue for ISVs, worldwide, 2009
Figure 9: Service fulfilment order management market shares by revenue, worldwide, 2009
Figure 10: Service fulfilment inventory market shares by revenue, worldwide, 2009
Figure 11: Service fulfilment activation market shares by revenue, worldwide, 2009
Figure 12: Service fulfilment engineering tools market shares by revenue, worldwide, 2009
Figure 13: Actix’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 14: Actix’s service fulfilment revenue by region, 2009
Figure 15: AIRCOM International’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 16: AIRCOM International’s service fulfilment revenue by region, 2009
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List of figures and tables
List of figures and tables [2]
Figure 17: Amdocs’ service fulfilment revenue, worldwide, 2008 and 2009
Figure 18: Amdocs’ service fulfilment revenue by region, 2009
Figure 19: Ascom Holding’s service fulfilment, worldwide, 2008 and 2009
Figure 20: Ascom Holding’s service fulfilment revenue by region, 2009
Figure 21: Comptel’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 22: Comptel’s service fulfilment revenue by region, 2009
Figure 23: GE Smallworld’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 24: GE Smallworld’s service fulfilment revenue by region, 2009
Figure 25: HP’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 26: HP’s service fulfilment revenue by region, 2009
Figure 27: Intergraph’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 28: Intergraph’s service fulfilment revenue by region, 2009
Figure 29: NEC’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 30: NEC’s service fulfilment revenue by region, 2009
Figure 31: Oracle’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 32: Oracle’s service fulfilment revenue by region, 2009
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List of figures and tables
List of figures and tables [3]
Figure 33: Sigma Systems’ service fulfilment revenue, worldwide, 2008 and 2009
Figure 34: Sigma Systems’ service fulfilment revenue by region, 2009
Figure 35: Subex’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 36: Subex’s service fulfilment revenue by region, 2009
Figure 37: Synchronoss’s service fulfilment revenue, worldwide, 2008 and 20091
Figure 38: Synchronoss’s revenue by region, 20091
Figure 39: Telcordia’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 40: Telcordia’s service fulfilment revenue by region, 2009
Figure 41: Visionael’s service fulfilment revenue, worldwide, 2008 and 2009
Figure 42: Visionael’s service fulfilment revenue by region, 2009
Figure 43: Order management system key functions
Figure 44: Inventory system key functions
Figure 45: Activation system key functions
Figure 46: Engineering tools key functions
Figure 47: Interfaces supported by NMS
Figure 48: Modern service fulfilment information flow
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Service fulfilment market share report 2009
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List of figures and tables
List of figures and tables [4]
Table 1: Service fulfilment and its applications
Table 2: Service segments
Table 3: Revenue types
Table 4: Actix analysis
Table 5: AIRCOM International analysis
Table 6: Amdocs analysis
Table 7: Ascom Holding analysis
Table 8: Comptel analysis
Table 9: GE Smallworld analysis
Table 10: HP analysis
Table 11: Intergraph analysis
Table 12: NEC analysis
Table 13: Oracle analysis
Table 14: Sigma Systems analysis
Table 15: Subex analysis
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List of figures and tables
List of figures and tables [5]
Table 16: Synchronoss analysis
Table 17: Telcordia analysis
Table 18: Visionael analysis
Table 19a–c: Comparison of service fulfilment ISVs1
Table 20a–b: Service fulfilment mergers and acquisitions, 2005 to May 2010
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Service fulfilment market share report 2009
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Document map: About Analysys Mason
Document map
Executive summary
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Market shares
Vendor analysis
Annexes
Authors, copyright and key to acronyms
List of figures and tables
About Analysys Mason
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About Analysys Mason
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