Transcript Service Fulfilment

Research forecast report
Service fulfilment systems: worldwide forecast 2011–2015
Mark H. Mortensen
October 2011
Service fulfilment systems: worldwide forecast 2011–2015
2
Contents
Contents
Slide no.
4. List of figures and tables
5. Document map – Executive summary
6. Worldwide service fulfilment system forecast: 2010–
2015
7. Order management, inventory management and
activation systems will continue their growth,
providing flow-through
8. The mobile and business service segments will grow
the fastest, but residential broadband will still be the
largest
9. Emerging markets will achieve the highest growth,
while developed markets, especially Western
Europe, will lag
10. Document map – Recommendations
11. Recommendations for CSPs [1]
12. Recommendations for CSPs [2]
13. Recommendations for ISVs (tactical)
14. Recommendations for ISVs (strategic)
15. Document map – Forecast
16. Emerging markets will experience the highest growth
in order management systems
17. Order management systems for residential
broadband services will continue to dominate the
market
Slide no.
18. The inventory system market will continue to grow,
but will change as federation and transformation
increase
19. The focus in the inventory system market will shift
towards IP infrastructure, IT-like equipment and
services
20. Activation systems are showing stronger growth,
especially in emerging markets
21. Activation systems focus on mobile and ‘over-thetop’ services, as well as IP and fibre infrastructure
22. The engineering tools market will continue its modest
growth worldwide, with different foci in different
markets
23. The engineering tools market will continue its modest
growth worldwide, with different foci in different
markets
24. Document map – Market drivers and inhibitors
25. Service fulfilment system market drivers [1]
26. Service fulfilment system market drivers [2]
27. Service fulfilment system market drivers [3]
28. Service fulfilment system market drivers [4]
29. Service fulfilment system market inhibitors [1]
30. Service fulfilment system market inhibitors [2]
© Analysys Mason Limited 2011
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Contents
Contents
Slide no.
31. Document map – Business environment
32. Telecoms market growth was dampened in 2010,
except in emerging markets, while data grew, but
ARPU did not
33. In 2010, CSPs continued to target specific service
needs in service fulfilment
34. In 2010, interest in department-sized transformations
and federation and larger-scale transformations grew
35. In 2010, major ISVs continued to expand their
professional services
36. In 2010–2011, the consolidation of service fulfilment
systems continued
37. Document map – Market definition
38. Telecoms software market segmentation
39. Service fulfilment sub-segment definitions
40. Service fulfilment software features
41. Market segment and revenue type definitions
42. Our comprehensive forecast model is supported by a
sound knowledge of markets
Slide no.
43. Document map – About the author and Analysys
Mason
44. About the author
45. Copyright and disclaimer
46. About Analysys Mason
47. Research from Analysys Mason
48. Consulting from Analysys Mason
© Analysys Mason Limited 2011
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Contents
List of tables and figures
Slide no.
6. Figure 1: Service fulfilment system revenue,
worldwide, 2010–2015
7. Figure 2: Service fulfilment system revenue by subsegment, worldwide, 2010–2015
8. Figure 3: Service fulfilment system revenue by
telecoms service, worldwide, 2010–2015
9. Figure 4: Service fulfilment system revenue by
region, worldwide, 2010–2015
16. Figure 5: Order management system revenue by
region, worldwide, 2010–2015
17. Figure 6: Order management system revenue by
telecoms service, worldwide, 2010–2015
18. Figure 7: Inventory management system revenue by
region, worldwide, 2010–2015
19. Figure 8: Inventory management system revenue by
telecoms service, worldwide, 2010–2015
20. Figure 9: Activation system revenue by region,
worldwide, 2010–2015
21. Figure 10: Activation system revenue by telecoms
service, worldwide, 2010–2015
22. Figure 11: Engineering tools revenue by region,
worldwide, 2010–2015
23. Figure 12: Engineering tools system revenue by
telecoms service, worldwide, 2010–2015
Slide no.
25. Table 1a: Service fulfilment system market drivers
26. Table 1b: Service fulfilment system market drivers
27. Table 1c: Service fulfilment system market drivers
28. Table 1d: Service fulfilment system market drivers
29. Table 2a: Service fulfilment system market inhibitors
30. Table 2b: Service fulfilment system market inhibitors
38. Figure 13: Telecoms software market segments
39. Table 3: Definitions of service fulfilment and its subsegments
41. Table 4: Definitions of service fulfilment market
segments
41. Table 5: Definitions of service fulfilment revenue
types
42. Figure 14: Key factors influencing forecast
assumptions
© Analysys Mason Limited 2011
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Document map: Executive summary
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Executive summary
Worldwide service fulfilment system forecast: 2010–2015
Figure 1: Service fulfilment system revenue, worldwide,
2010–2015 [Source: Analysys Mason, 2011]

The worldwide service fulfilment system market
is forecast to grow from USD2.3 billion in 2010
to USD3.4 billion in 2015, at a CAGR of 8.6%.

The overall service fulfilment market will return to
somewhat less than its pre-2008 growth rate by
mid-2012 assuming normal worldwide economic
growth returns and no ‘double-dip’ recession.

In the short term, growth in the service fulfilment
system market will be driven by network evolution
towards optical/packet technology, the desire for
instant availability of complex service bundles, the
need to operate in uncertain and changing
business environments, deregulation of broadband
and mobile services in emerging markets and the
increasing desire to meet the needs of SMEs.

In the long term, growth will also be driven by the
new double-sided business offerings of CSPs,
machine-to-machine (M2M) mobile services, cloud
computing and storage services, potential national
broadband infrastructure investment projects and
renewed interest in system convergence projects.
4000
3491
3500
3157
2882
3000
Revenue (USD million)
2650
2500
2473
2308
2000
1500
1000
500
0
2010
2011
2012
2013
2014
2015
© Analysys Mason Limited 2011
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Executive summary
Order management, inventory management and activation
systems will continue their growth, providing flow-through
Figure 2: Service fulfilment system revenue by sub-segment,
worldwide, 2010–2015 [Source: Analysys Mason, 2011]

Many operators are buying order
management, inventory management and
activation systems together in a single suite,
accounting for about 2/3 of the market.

CSPs are adding activation of additional
services to existing service fulfilment stacks,
driving growth.

Most pricing structures for service fulfilment
systems are size-based, so the service
fulfilment market grows with the overall
telecoms market base and usage.

Many order management products are also
used for order orchestration, which is part of
customer care, and not counted here.

The network planning and optimisation
portion of the engineering tools sub-segment
will grow at a 7.2% CAGR – a higher rate
than that of the other elements in this
sub-segment.
1200
Revenue (USD million)
1000
800
600
400
200
0
Order management
(CAGR 8.4%)
Inventory management
(CAGR 8.3%)
Activation (CAGR 11.3%)
Engineering tools (CAGR
6.4%)
2010
2011
2012
2013
2014
2015
586
615
656
714
787
877
663
705
753
813
893
991
517
578
637
715
796
884
542
575
605
640
682
739
© Analysys Mason Limited 2011
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Executive summary
The mobile and business service segments will grow the
fastest, but residential broadband will still be the largest
Figure 3: Service fulfilment system revenue by telecoms service,
worldwide, 2010–2015 [Source: Analysys Mason, 2011]

1400
Revenue (USD million)
1200

The PSTN market will continue its long-term
decline. It will account for only 6% of the total
market in 2015.

The business services market will grow in
size and market share, driven by CSPs’
increasing focus on the business-to-business
(B2B) and small or medium-sized enterprise
(SME) markets for IP-based communications
as well as SaaS, PaaS and IaaS.

Residential broadband will maintain its
share of the market as the focus shifts from
providing xDSL-based data services to
supporting FTTx infrastructure, IPTV
and other IP-based residential
communications and software services.
1000
800
600
400
200
0
Mobile (CAGR 11.4%)
PSTN (CAGR –6.9%)
Business (CAGR 11.2%)
Residential broadband
(CAGR 9.0%)
2010
630
316
575
2011
693
303
629
2012
772
271
680
2013
869
252
748
2014
987
233
853
2015
1080
222
979
787
847
926
1014
1084
1210
Mobile service fulfilment’s share of the market
will grow from 28% to 31%, mostly at the
expense of the PSTN market.
© Analysys Mason Limited 2011
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Executive summary
Emerging markets will achieve the highest growth, while
developed markets, especially Western Europe, will lag
Figure 4: Service fulfilment system revenue by region, worldwide,
2010–2015 [Source: Analysys Mason, 2011]

In NA, modest growth will be driven by the
addition of IPTV and other ‘over-the-top’
services, the focus on SMEs, and on
reserving and provisioning cloud services.

The CALA market will grow at a high CAGR
(at 14%) but from a small base as CSPs
modernise their fulfilment stacks and
implement activation for additional services.

EMEA combines mature and emerging
telecoms markets. Western Europe will grow
slower than North America. Emerging
markets in Eastern Europe, Russia, the
Middle East and African countries, will
experience more-rapid growth as CSPs try to
reduce opex as the number, complexity and
data volume of mobile services and offers
increases, driven by competition.

APAC is dominated by the growing telecoms
markets of China and India and dampened by
the mature market in Japan. This region will
experience substantial growth.
1400
Revenue (USD million)
1200
1000
800
600
400
200
0
NA (CAGR 6.9%)
CALA (CAGR 13.6%)
EMEA (CAGR 8.0%)
APAC (CAGR 11.6%)
2010
872
128
905
403
2011
949
150
937
437
2012
1009
171
986
484
2013
1073
194
1074
542
2014
1140
217
1188
613
2015
1219
243
1333
697
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Document map: Recommendations
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Recommendations
Recommendations for CSPs [1]


The drive for scale – implementation for effective use is paramount.

CSPs that are still using manual procedures for service fulfilment should implement integrated service
fulfilment suites from leading ISVs or NEMs who have multivendor suites. This will allow them to
manage the complexity of the new services and service bundles economically.

CSPs should look to vendors that not only provide integrated systems, but also have predefined
processes, service templates and workflows that they can implement quickly and without costly and
time-consuming customisation.

CSPs should engage an SI that is highly experienced in process design to address changes in
organisation and business processes. This will enable them to achieve the required benefits from
service fulfilment technology. Many CSPs have failed to realise much of the potential benefit of
investment in service fulfilment systems because they have been unable to align the goals and
processes of different groups within their organisations.

CSPs should integrate network inventory databases with fault, performance and workforce management
systems to avoid costly dispatches and reduce mean time to resolution.
The digital consumer – new systems to support new services and then expand their footprint.

In the short term, CSPs’ projects in service fulfilment should focus primarily on supporting new digital
service roll-outs, rather than on trying to achieve consolidation. The solution should support both new
and future services, because CSPs are continually introducing services. It should also have an
extremely open architecture and substantial capabilities to federate data and integrate into enterpriselevel service and product catalogues.
© Analysys Mason Limited 2011
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Recommendations
Recommendations for CSPs [2]

Cloud computing – automated operations are a necessity.



CSPs must implement new service fulfilment infrastructures, or extend existing ones, to support the
reservation and service provisioning needs of its cloud offerings (IaaS and PaaS) to large and medium
enterprises. These must be highly automated and under the control of the customers. They must work
together with complementary functions in the customer care and billing arenas, sharing a common
product catalogue and subscriber data.
Introduction of new business models – interfaces to third parties will be key.

CSPs that offer SaaS to consumers, SMEs, and/or large enterprises need to implement service
fulfilment stacks as well as order orchestration and other customer care functions to support these
IT-like services. With many of these services being provided by third parties, especially in the early
years, interfaces between the third-party’s systems and the CSP’s systems will be required.

CSPs that offer the functions of their network to third parties for bundling with other services (network as
a service) will also have to offer interfaces to those third-parties’ systems for automated provisioning and
control.
The Internet of things (M2M) – low average revenue per device (ARPD) requires automation.

The large scale of M2M services and the low average revenue per device will require that CSPs
implement fully automated operations under the control of the device-owning entities. This will probably
require new service fulfilment systems, specialised to the task. Interfaces to the systems belonging to
the business entities that operate the M2M networks will be required.
© Analysys Mason Limited 2011
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Recommendations
Recommendations for ISVs (tactical)

Service fulfilment suites are the future. With two-thirds of the market buying service fulfilment suites, not
individual systems, ISVs should attempt to provide a suite, or be a pre-configured component of another
vendor’s suite. If this is not possible, ISVs should seek out CSPs that are technology-focused and are looking
to achieve a competitive advantage with a best-in-class architecture.

Basic pre-configured systems for smaller operators. For small CSPs, ISVs should work to solve the
current fulfilment problems quickly with systems that are relatively simple to deploy and that are preconfigured for their basic use. SaaS models are useful, especially in the early years for the CSP.

Expect moderate transformation projects, growing in the future. For the next year, ISVs should target
transformation projects (such as the consolidation of order and inventory management systems) at the
department level, not the whole enterprise where the risks of project failure are much higher. They should also
prepare for when CSPs will begin funding larger transformation and federation projects again in 2012.

Extend order management systems into customer care. ISVs that offer order management systems
should also look to extend the use of these systems into the CRM arena to offer complex service bundles and
enhanced customer-facing functions.

Offer services, too. ISVs with strong selling abilities should seek to win as much revenue as possible from
each sale by offering additional services, such as systems integration, data loading, and business process
development and optimisation. The combination is difficult to manage, but ISVs that succeed will reap
significant rewards.

Standards are becoming important. ISVs should comply with the TeleManagement Forum’s SID and the
eTOM framework, which is rapidly becoming a requirement for many CSPs.
© Analysys Mason Limited 2011
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Recommendations
Recommendations for ISVs (strategic)

Meet architectural requirements for strategic initiatives. Prepare to support CSPs’ strategic initiatives of
cloud computing, new business models and M2M offerings by demonstrating that your systems, either
existing or new, meet their increasing requirements for:

open interfaces for controlling, or being controlled by, third-party systems

completely automated operations

ability to support new IT-like services quickly.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Document map: Forecast
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
16
Forecast
Emerging markets will experience the highest growth in
order management systems
Figure 5: Order management system revenue by region, worldwide,
2010–2015 [Source: Analysys Mason, 2011]

The order management market in North
America and EMEA and APAC mature
markets will experience modest growth as
CSPs extend the use of their current order
management systems to new services.

The market in CALA will grow as all CSPs
implement new flexible order management
systems to support their established and new
services.
400
350
Revenue (USD million)
300
250
200

150
100

50
0
NA (CAGR 6.0%)
CALA (CAGR 14.6%)
EMEA (CAGR 8.2%)
APAC (CAGR 11.0%)
2010
202
32
237
115
2011
206
36
249
124
2012
215
41
264
137
2013
230
47
285
153
2014
248
55
313
171
CSPs in EMEA’s emerging markets are
starting to discover the significant benefits
to be gained from implementing the new
generation of order management systems.
Similarly, CSPs in APAC’s emerging markets
will be implementing these new systems to
provide flow-through ‘instant’ provisioning.
2015
270
63
351
194
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Forecast
Order management systems for residential broadband
services will continue to dominate the market
Figure 6: Order management system revenue by telecoms service,
worldwide, 2010–2015 [Source: Analysys Mason, 2011]

The mobile service segment will continue
to grow in size and service complexity.
Increasing demand for ‘instant service’ will
drive growth, as will M2M in 2014–2015, but
the simplicity of the individual order
components will limit its size.

The PSTN segment will continue its decline,
although investment in new order
management systems will increase towards
the end of the forecast period as CSPs begin
to decommission their legacy PSTN systems.

The overall process for quoting, designing,
ordering and fulfilling business services will
become more automated, driving growth in
both the large enterprise and SME segments
of the business services market.

The residential broadband segment will grow
modestly, driven by growth in the complexity
of service bundles, fibre deployments through
government-sponsored stimulus plans, home
networking and ‘over-the-top’ services and
SaaS offerings.
350
Revenue (USD million)
300
250
200
150
100
50
0
Mobile (CAGR 14.0%)
PSTN (CAGR –8.9%)
Business (CAGR 10.7%)
Residential broadband
(CAGR 8.0%)
2010
118
84
169
2011
123
74
191
2012
144
66
197
2013
171
57
214
2014
220
55
244
2015
228
53
281
215
228
249
271
268
316
© Analysys Mason Limited 2011
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18
Forecast
The inventory system market will continue to grow, but will
change as federation and transformation increase
Figure 7: Inventory management system revenue by region,
worldwide, 2010–2015 [Source: Analysys Mason, 2011]

The inventory system market grew by 7%
between 2009 and 2010, despite recession.
Department-sized transformation projects
focused on supporting IP-related services
in all markets, but also on replacing homegrown systems in emerging markets. These
trends will continue for the next few years.

By 2012, CSPs will begin to recognise that
department-sized transformation projects may
have compounded their data integration
problems. This will lead them to consider
transformation projects that aim to either
replace multiple systems or federate many
disparate inventory systems.

CSPs in North America and mature EMEA
markets will continue to expand and integrate
their inventory systems, but will focus more
on IP-based services.

CSPS in CALA and emerging markets in
APAC will implement modern inventory
systems as part of flow-through systems
including activation and order management.
450
400
Revenue (USD million)
350
300
250
200
150
100
50
0
NA (CAGR 7.4%)
CALA (CAGR 14.6%)
EMEA (CAGR 7.6%)
APAC (CAGR 10.0%)
2010
240
39
281
103
2011
260
47
289
109
2012
275
54
304
120
2013
292
62
328
132
2014
315
69
361
148
2015
343
78
404
165
© Analysys Mason Limited 2011
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Forecast
The focus in the inventory system market will shift towards
IP infrastructure, IT-like equipment and services
Figure 8: Inventory management system revenue by telecoms
service, worldwide, 2010–2015 [Source: Analysys Mason, 2011]

Inventory systems that support infrastructure
sharing, as well as IP networks and service
and administrative constructs (that is, CMDBlike data) will continue to drive growth in the
mobile services segment.

CSPs will continue to use PSTN-focused
inventory systems, but mostly in maintenance
mode until they are decommissioned. Fixed
incumbents in mature markets may move
their legacy inventory records into their new
inventory systems. This will generate
moderate additional licence revenue for ISVs,
and will provide services opportunities.

Inventory systems will grow to include
subscriber data management features and
functions as services data with policy
management becomes more important in
service fulfilment.

Outside plant design and inventory systems
will drive growth in the residential broadband
market as FTTH and FTTC deployments
increase.
350
Revenue (USD million)
300
250
200
150
100
50
0
Mobile (CAGR 11.1%)
PSTN (CAGR –6.5%)
Business (CAGR 11.3%)
Residential broadband
(CAGR 10.1%)
2010
175
125
180
2011
190
120
190
2012
211
113
211
2013
228
114
236
2014
259
98
268
2015
297
89
307
184
204
218
236
268
297
© Analysys Mason Limited 2011
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Forecast
Activation systems are showing stronger growth, especially
in emerging markets
Figure 9: Activation system revenue by region, worldwide,
2010–2015 [Source: Analysys Mason, 2011]

The activation market grew by 11% from
2009–2010 as CSPs in emerging markets
added it to their order management and
inventory infrastructures.

IPTV, business services and mobile projects
are driving growth in the activation systems
market in North America. CSPs in other
regions are putting greater emphasis on
automated activation as a means of reducing
costs.

In EMEA, CSPs are experiencing strong
growth in subscriber numbers outside
Western Europe and need to support new
mobile and residential broadband services
within Western Europe.

CSPs in most CALA and APAC markets are
supporting strong growth in the number of
subscribers and moving towards automated
activation.
350
Revenue (USD million)
300
250
200
150
100
50
0
NA (CAGR 8.7%)
CALA (CAGR 16.8%)
EMEA (CAGR 10.9%)
APAC (CAGR 15.2%)
2010
213
33
176
96
2011
245
43
183
107
2012
269
51
194
122
2013
291
59
223
142
2014
308
65
257
166
2015
324
71
295
194
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Forecast
Activation systems focus on mobile and ‘over-the-top’
services, as well as IP and fibre infrastructure
Figure 10: Activation system revenue by telecoms service,
worldwide, 2010–2015 [Source: Analysys Mason, 2011]

Mobile services are becoming more complex,
requiring commercial activation systems that
are easy to configure and provide reservation
and rollback functions. Late in the forecast
period, M2M services and device activation
will start to drive growth.

PSTN activation is in maintenance mode. It
will continue to decline, at a –10% CAGR.

Business services activation will grow at a
17% CAGR as the service complexity
increases. Growth will start in North America
and Western Europe, and spread to emerging
markets in later years of the forecast period.

Residential broadband will continue to be the
largest activation segment, growing at a 10%
CAGR, as the number of DSL and VoIP
services increases and CSPs in mature
markets activate more FTTH, IPTV and other
advanced, complex ‘over-the-top’ and doublesided business model services.
500
450
Revenue (USD million)
400
350
300
250
200
150
100
50
0
Mobile (CAGR 16.3%)
PSTN (CAGR –9.5%)
Business (CAGR 16.7%)
Residential broadband
(CAGR 10.4%)
2010
87
58
102
2011
98
58
116
2012
115
45
134
2013
143
36
157
2014
167
32
191
2015
186
35
221
270
306
344
379
406
442
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
22
Forecast
The engineering tools market will continue its modest growth
worldwide, with different foci in different markets
Figure 11: Engineering tools revenue by region, worldwide,
2010–2015 [Source: Analysys Mason, 2011]

In North America, the engineering tools
market generated USD217 million in 2010,
growing as mobile operators began
implementing LTE planning systems.

Spending is shifting slowly from seat-based
speciality tools to system-based approaches.
The transition to LTE in the mobile market will
drive growth after 2012; SONs will enhance
spending in the RF planning and optimisation
system markets, but will limit the outsourced
engineering services market.

EMEA will show lacklustre growth as Western
European CSPs struggle economically. CSPs
in this region are focusing more on mobile
networking – particularly rolling out many new
networks in the Middle East and Africa.
Growth in the residential broadband segment
will come from Eastern Europe.

The CALA and APAC markets are small and
expected to grow modestly due to the low
number of LTE and FTTx deployments.
300
Revenue (USD million)
250
200
150
100
50
0
NA (CAGR 5.4%)
CALA (CAGR 5.1%)
EMEA (CAGR 6.0%)
APAC (CAGR 10.0%)
2010
217
24
212
89
2011
238
24
216
96
2012
250
25
225
105
2013
260
26
238
115
2014
268
28
257
128
2015
281
31
283
143
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
23
Forecast
Engineering tools will focus on new LTE and SON mobile
networks, business IP services and fibre infrastructure
Figure 12: Engineering tools system revenue by telecoms service,
worldwide, 2010–2015 [Source: Analysys Mason, 2011]

Network design and optimisation software for
LTE and SON will drive the mobile network
engineering tools market. However, the
continued popularity of outsourcing mobile
engineering services will limit the growth.

The PSTN market will continue to decline
moderately.

There will be strong growth in the market for
quoting, design, project management and
implementation tools for business services –
particularly IP-related services. This includes
the growing market for wireline operators and
cable MSOs that are selling backhaul to
mobile companies.

Opportunities for outside plant engineering
systems will arise as countries adopt
broadband infrastructure stimulus
programmes for FTTx deployments. Our
forecast assumes modest deployment.
400
Revenue (USD million)
350
300
250
200
150
100
50
0
Mobile (CAGR 8.2%)
PSTN (CAGR –2.2%)
Business (CAGR 6.3%)
Residential broadband
(CAGR 5.5%)
2010
249
49
125
2011
282
52
132
2012
302
48
139
2013
326
45
141
2014
341
48
150
2015
370
44
170
119
109
115
128
143
155
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
24
Document map: Market drivers and inhibitors
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
25
Market drivers and inhibitors
Service fulfilment system market drivers [1]
Table 1a: Service fulfilment system market drivers [Source: Analysys Mason, 2011]
Driver
Description
Effect
Timeframe
Growing number of
subscribers in
emerging markets
Rapid growth in the number of
mobile subscribers in emerging
markets, particularly in China,
India, the Middle East and Africa,
and Central and Latin America.
Revenue is growing as systems support
more users because of usage-sensitive
pricing models by vendors.
Throughout the period.
Increasing size and complexity of
networks and services.
Continued replacement of bespoke service
fulfilment systems by COTS, usually to
support a new service initially, then
expanded to replace legacy systems later.
Throughout the period.
Competition among
CSPs and
substitutes
Multiple fixed, cable MSOs,
mobile and satellite CSPs are
competing in each market for the
same services revenue.
CSPs compete on instant customer
service, customer experience quality, and
desirable service bundles, driving service
provisioning flow-through.
All mature and
competitive emerging
markets in the short
term, all markets in the
longer term.
Rapid introduction
of new, complex
services and service
bundles on packet
networks and SDPs
CSPs are quickly introducing new
services. Service bundles are
more complex, with
dependencies on service
infrastructure and
end-user device capabilities.
Order management systems need to be
very flexible and synchronised with product
and service catalogues. Inventory and
activation systems need to cover service
layer equipment. Tighter integration with
BSS for status and can-be-served queries.
The activation market will grow.
Mobile service bundles
throughout the forecast
period. IPTV in 2013.
Home networking, SaaS,
IaaS and additional
‘over-the-top’ services
towards 2015.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Market drivers and inhibitors
Service fulfilment system market drivers [2]
Table 1b: Service fulfilment system market drivers [Source: Analysys Mason, 2011]
Driver
Description
Effect
Timeframe
New packet
network technology
deployments
FTTx, xDSL and IP Ethernet
technologies, DOCSIS and home
networking equipment for fixed
infrastructure. LTE or WiMAX,
SON in RF.
Inventory systems need more features
or federate with CMDB systems. Outside
plant systems for FTTx deployments. SON
based external optimisation systems will
become more prominent, but will cut into
the RF engineering market.
Inventory growth
throughout the forecast
period. FTTx and LTE in
the mid-to-late period.
SON systems late in the
forecast period.
Capital efficiency
LTE and broadband usage for
video services will drive increased
network investment.
Better network planning needed to
optimise capital use. Mobile infrastructure
sharing puts new requirements on
inventory, planning and other systems.
2011 onward.
System
convergence
Many market drivers create a
need for service fulfilment
convergence. Rapid service
introduction, customer self-care,
scalability, converged services,
new mobile services, and new
content and data services are the
most important.
New systems’ usage will expand to include
the legacy functions, which will benefit
vendors that use pricing models that scale
in this way. Federation projects will also
arise, where applicable. Additional ISV
and SI services work for implementing
expansions and federations.
Ongoing. System
transformation projects
to reduce the ‘silos’ will
come back into favour
from 2013 onward.
© Analysys Mason Limited 2011
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Market drivers and inhibitors
Service fulfilment system market drivers [3]
Table 1c: Service fulfilment system market drivers [Source: Analysys Mason, 2011]
Driver
Description
Effect
Timeframe
Opex reduction
Competition, technological
displacement and changing
consumer preferences are limiting
ARPU and driving up network
technology and capacity
investments. CSPs need to
reduce opex to compensate.
Service fulfilment is an area in which
automation can reduce opex. However,
CSPs rarely approve projects that aim
solely to reduce cost – they must also
support new services and increase
customer satisfaction.
Ongoing.
‘Double-sided’
business models
‘Closed gardens’ may be replaced
with new ‘double-sided’ business
models, where the CSPs provide
a ‘platform’ for businesses to
provide their services and
products to end users.
Such value-added services and platforms
need their own service fulfilment
infrastructure, along with content
management and management of the
increasingly complex end-user devices, if
the offer is to be more than a simple
reseller agreement.
Many fixed service
providers have put
developer programmes
in place. The effects will
be seen from 2012
onwards. Mobile
providers, 2013 onwards.
Focus on enterprise
and SME markets
Fixed, cable MSO and mobile
CSPs have all focused more on
the traditionally underserved SME
market. Some new CSPs that
specialise in this segment have
emerged.
The complex needs, but small revenue per 2010 onwards.
customer, requires substantial operations
automation and self-serve capabilities,
including automated service fulfillment of
IP VPNs.
© Analysys Mason Limited 2011
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Market drivers and inhibitors
Service fulfilment system market drivers [4]
Table 1d: Service fulfilment system market drivers [Source: Analysys Mason, 2011]
Driver
Description
Effect
Timeframe
National broadband
infrastructure
stimulus
programmes
Many emerging market nations,
and some developed, are
considering national broadband
infrastructure programmes. Some
focus on mobile, others on FTTH,
some on a combination.
Infrastructure OSSs, such as engineering
systems, will benefit most.
2012 onwards, if the
programmes are
supported by
governments.
CSPs may offer
cloud services
CSPs will offer SaaS, PaaS and
IaaS services to consumer,
business and government
markets.
Specialised service fulfilment
infrastructure will be required after initial
deployments that are little more than
reseller agreements.
2013 before substantial
movement will occur.
M2M services
M2M mobile services will drive
new service fulfillment
requirements.
New, simpler, but scalable and
2013 onwards.
integratable service fulfillment systems will
be introduced. Many existing vendors will
incorporate these requirements into their
existing systems, with the large number of
devices driving revenue growth, albeit at
lower average revenue per device than
currently.
© Analysys Mason Limited 2011
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Market drivers and inhibitors
Service fulfilment system market inhibitors [1]
Table 2a: Service fulfilment system market inhibitors [Source: Analysys Mason, 2011]
Inhibitor
Description
Effect
Worldwide
economic
conditions
Overall telecoms infrastructure
and IT spending was limited
during 2008–2011, although many
CSPs increased spending,
expecting a mid-2010 upturn. Our
forecast assumes moderate
economic growth in 2011, with no
‘double-dip’ recession or long-term
‘lost-decade’ economic stagnation.
Telecoms and OSS spending is more
Ongoing.
immune than general IT spending to
recessionary forces. Service fulfilment is
more resilient than most OSS markets.
Our forecast last year assumed a return to
normal growth in mid-2010, which did not
occur.
Cost of converting
Major fulfilment system
established systems deployments often require
and data
complex, expensive conversions
of established systems, as well as
the cleaning and conversion of the
data, which carries significant
costs and risks.
CSPs often avoid new systems or focus
their new systems on new services,
leaving old services supported by legacy
systems. The result is a proliferation of
systems. Expensive, large-scale
transformation projects can clean up the
mess. New federation technologies can
also help.
Timeframe
New systems being
added now for new IPbased services, with
plans to extend to older
technologies. Some
small transformation
projects. CSPs will need
federation and
transformation projects
from 2012 onwards.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Market drivers and inhibitors
Service fulfilment system market inhibitors [2]
Table 2b: Service fulfilment system market inhibitors [Source: Analysys Mason, 2011]
Inhibitor
Description
Effect
Timeframe
Simplicity of
fulfilling new
software-based
services
Many new services have no
customer-dedicated transport
component or equipment, which
makes the service fulfilment
process easier.
The decreasing complexity of service
Small, but growing
activation systems for many consumer
throughout the
and business services will reduce revenue forecast period.
for ISVs. Inventory systems and planning
systems will handle IT equipment more.
Operations
outsourcing
Mobile CSPs often outsource
RF engineering services and
customer care centres. CSPS
may also outsource other
operations functions.
Decrease in service fulfilment software
RF and call centres
product sales and product-related services will be affected now.
revenue.
The impact on other
engineering functions will
increase. Our forecast
assumes only modest
outsourcing of other
operations functions.
ISVs providing
service fulfilment
functions as SaaS
Some ISVs, such as Synchronoss
Technologies, provide most
of their service fulfilment
functionality through SaaS
delivery mechanisms.
Software systems would have to
support multi-tenancy to be used in SaaS
offerings. ISVs that offer SaaS flatten and
stretch out their revenue patterns
considerably.
Very small now,
with modest growth
throughout the
forecast period.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
31
Document map: Business environment
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
32
Business environment
Telecoms market growth was dampened in 2010, except in
emerging markets, while data grew, but ARPU did not
Economic weakness in Europe, Japan, and NA continues
Evolution to IP-based networks and services

Consumer demand continues to be weak because of
unemployment, the decline in house prices and the poor
performance of retirement funds.

Traditional voice, data and video services are all now
available over IP. NGN evolution is underway in nearly
all CSPs – few are attempting revolutionary change.

A reduced rate of GDP growth in developed economies is
impacting the telecoms industry revenue.


Telecoms investments were made primarily in projects to
increase revenue, with very few seeking operational cost
reductions.
IP-based networks provide easier and more-flexible network
planning, configuration, optimisation and quality-of-service
management.

The focus of new services has shifted from the network
layer to the services layer, and from managing individual
services to managing increasingly complex service bundles.
Growth in data services
Emerging market growth opportunities

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

CSPs in emerging markets continued to invest in telecoms
software because they faced increasing operational
complexity as a result of growth in subscriber numbers and
increased competition.

Mobile CSPs experienced increased volumes of data traffic,
but decreasing ARPU, as competition depressed prices.
They moved away from unlimited usage plans towards
tiered usage pricing structures.

Small (Tier 3) CSPs are adopting integrated service
fulfilment solutions with pre-configured systems. These
CSPs are adapting their operations to the software and,
over time, adapting the software to meet their needs. They
are also buying SaaS versions at first, then bringing the
systems in-house over time.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
33
Business environment
In 2010, CSPs continued to target specific service needs in
service fulfilment

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 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. Such CSPs are very cost-conscious,
but make quicker decisions and depend on an SI, or, increasingly, on a full-solution ISV to solve problems.

CSPs are deploying systems that can support multiple network technologies for converged services. They
have focused the most attention on inventory management systems because of the need to understand the
capabilities of available resources and the configuration of these resources in serving their customers. CSPs
are making a strategic move towards consolidation of fulfilment systems, but this consolidation will maintain
four distinct environments in most CSPs in the short term: PSTN, residential broadband, mobile and business
services.

CSPs initiated fewer projects between 2008 and 2010 than in previous years, but did not halt established
projects and, in some cases, expanded them.

All industry participants were under significant price pressure during 2008–2010, and margins were tight.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
34
Business environment
In 2010, interest in department-sized transformations and
federation and larger-scale transformations grew

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. Few CSPs are converting
or consolidating old fulfilment systems that work for the services they support, although pressure is growing to
do so as they seek to reduce costs by standardising technologies and training people in multiple technology
areas.

Many CSPs are adopting a federated approach to addressing the need for regional consolidation and
functional integration. Instead of selecting 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 established systems, which continue to manage 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 slowly consolidating, as CSPs pursue
larger projects using multiple technologies. In the past few years, Amdocs has acquired Cramer Systems and
JacobsRimell, CSG Systems has bought Telution, Oracle purchased MetaSolv Software and Netsure
Telecom, and Subex acquired Syndesis then sold it to NEC, among others.

In 2010, a number of vendors that had recently entered the inventory, order management and network
planning areas for the first time expanded their business.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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Business environment
In 2010, major ISVs continued to expand their professional
services

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 manages many of the
services. Local IT-integration firms frequently play a large role, as do the major SIs, such as Accenture and
IBM Global Services. 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 Technology (a part of NEC), and several vendors in emerging markets,
including AsiaInfo-Linkage, 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 manage orders. This approach has been popular in 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 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.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
36
Business environment
In 2010–2011, the consolidation of service fulfilment systems
continued



The service fulfilment market has been consolidating for many years as major ISVs gain market share with
their service fulfilment suites and integrate these suites into larger BSS/OSS offerings.
In 2011, NEMs further consolidated the market; Ericsson bought Telcordia and NEC bought Subex’s service
fulfilment products previously acquired from Syndesis.
We do not expect consolidation to affect the forecast to any great extent.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
37
Document map: Market definition
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
38
Market definition
Telecoms software market segmentation
Figure 13: Telecoms software market segments [Source: Analysys Mason, 2011]
Professional services
Business
consulting
Design
consulting
Service delivery
platforms
Real-time charging
Mobile content
management and
delivery
Telecoms
application servers
Mobile device
management
Product-related
services
Systems
integration
Custom
development
Outsourced
operations
Hosted managed
services
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
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
39
Market definition
Service fulfilment sub-segment definitions
Table 3: Definitions of service fulfilment and its sub-segments [Source: Analysys Mason, 2011]
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
established service to a new address or mobile device, or changes to an established service.
Inventory management
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.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
40
Market definition
Service fulfilment software features
Order management
Inventory management
Service design
Interfaces
• Service/product catalogue
• Service definition
•
•
•
•
•
•
•
•
•
Order process handler
•
•
•
•
•
Workflow system
Exception handler
Status monitor
Reporting
Order modification handler
Order entry
CRM
Order orchestration
Activation systems
Billing
Work order
LNP
Wholesale access lines
OSS/J – order API
Activation
OSS interfaces
•
•
•
•
• Inventory management
• Order management
• Engineering systems
Developer tools
• Developer kits
• Test tools
Discovery and reconciliation
•
•
•
•
• Equipment discovery
• Logical connections discovery
• Reconciliation of network and
inventory
• Reconciliation of diverse 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
Federation and interfaces
• ITIL master data management
(MDM) federation features
• TMF MTOSI-compliant interfaces
Engineering tools
Activation controls
Scheduling
Sequencing
Retry management
Error handling
Inventory
Equipment interfaces
•
•
•
•
•
Equipment CLIs
TLI
CMISE
SNMP
EMS
Network installation
and configuration
Network design and
optimisation
•
•
•
•
•
•
•
•
•
•
•
•
Cable throw
Trunk re-homing
IP network growth
Mobile radio tuning
Configuration control
Outside plant
Fibre and TDM
ATM/frame relay
IP/Ethernet networks and VPNs
Fixed and mobile radio planning
Mobile cell optimisation
VPNs and private networks
SON cross-network management
• Facilities design
• GIS
• Physical plant layout
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
41
Market definition
Market segment and revenue type definitions
Table 4: Definitions of service fulfilment market segments [Source: Analysys Mason, 2011]
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 5: Definitions of service fulfilment revenue types [Source: Analysys Mason, 2011]
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 (such as bespoke development, data loading, customised software
extensions, product integration with legacy systems). These are not included in this report.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
42
Market definition
Our comprehensive forecast model is supported by a sound
knowledge of markets





We have been analysing global telecoms markets
and vendors for over ten years and understand the
dynamics of the telecoms software market and
differences amongst vendors’ and CSPs’
strategies and approaches.
Figure 14: Key factors influencing forecast assumptions
[Source: Analysys Mason, 2011]
Telecoms market insights



All our forecasts are prepared by analysts who
understand the numbers and the markets. This is
not a number-crunching exercise by statisticians,
but a clear statement of the expected development
of telecoms software markets expressed
in numerical form.
Market
insight
The forecasts are intended to predict outcomes,
rather than to model market opportunity.
The key assumptions in our forecasts are the
product of a considered engagement with likely
developments in particular markets. As part of the
process, we also solicit opinions on market
developments from major players.
We are happy to discuss our key assumptions in
more detail with clients.
Historical market evolution patterns
Specific deals announced.
Effects of drivers and inhibitors on
market growth over the forecast period
Inter-market
comparison
Macroeconomics
Inter-market comparisons


Knowledge of the structural
similarities and differences
between markets
Benchmarking with similar
markets
Macroeconomics



Forecast of IT industry and
telecoms services and markets
Historical telecoms software
market benchmarks
GDP forecasts
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
43
Document map: About the author and Analysys Mason
Document map
Executive summary
Recommendations
Forecast
Market drivers and inhibitors
Business environment
Market definition
About the author and Analysys Mason
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
44
About the author and Analysys Mason
Author
Customer Care
research
CRM
Mark H. Mortensen (Principal Analyst) is the lead analyst for Analysys Mason’s
and Service Fulfilment research programmes, which are part of the Telecoms Software
stream. His primary areas of specialisation include customer self-care, M2M and cloud
operations, master catalogue and data management architectures and multi-channel
marketing architectures.
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 with a
network planning software vendor.
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 2011
Service fulfilment systems: worldwide forecast 2011–2015
45
About the author and Analysys Mason
Copyright
Published by Analysys Mason Limited, Bush House, North West Wing, Aldwych, London WC2B 4PJ, UK
Tel: +44 (0)845 600 5244; Fax: +44 (0)20 7395 9001; Email: [email protected];
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© Analysys Mason Limited 2011
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any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the prior
written permission of the publisher.
ISBN 978 1 906881 97 9
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.
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Service fulfilment systems: worldwide forecast 2011–2015
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About the author and Analysys Mason
About Analysys Mason
We’re experts in telecoms, media and technology
(TMT). This know-how underpins everything we do
and helps our clients change their businesses for
the better.
Regulation
Systems
and
infrastructure
Strategy
and
planning
Transaction
support
Telecoms,
media and
technology
(TMT)
Marketing
and
products
Technical
audit and
assurance
Procurement
At the heart of our approach is a simple, but
enormously powerful idea: applied intelligence. By
harnessing our collective brainpower we can solve
real-world problems and deliver tangible benefits for
our customers. As a Japanese proverb says, ‘all of us
are smarter than any of us’.
We’re passionate about what we do, with the
focus and determination to take on and solve the
toughest problems to help our clients. We’ll rise to the
challenge and enjoy it. In fact when it comes to
problem solving, there’s a real sense of ‘the tougher
the better’.
It’s this unique combination of our applied intelligence,
effective problem solving and the ability to look closer
and see further that makes Analysys Mason special.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
47
About the author and Analysys Mason
Research from Analysys Mason
Our subscription research programmes address key industry dynamics in order to help clients
interpret the changing market
The programmes focus on five key areas:
Consumer services
Enterprise services
Network technologies
Telecoms software
Regional markets
We analyse, track and forecast the different services accessed by consumers and enterprises, as well as the
software, infrastructure and technology that underpins the delivery of those services. Subscribing to our
research programmes gives you regular and timely intelligence. It also provides direct access to our team of
analysts – that is, the opportunity to engage one-to-one with our subject experts for insight, opinion and
practical advice relating to your most-critical business decisions.
Our custom research service offers in-depth, tailored analysis that addresses specific issues to meet
your exact requirements
Our experienced custom research team can undertake market sizing and analysis, and competitor and partner
profiling, supported by all the analysis and insight you require. In addition, we can carry out expert interviews
and quantitative surveys to obtain fresh and genuine insights, and we can deliver reliable benchmark data
together with first-class interpretation and advice on getting the best from such information.
For more information about our research programmes and custom research services, please visit
www.analysysmason.com/research.
© Analysys Mason Limited 2011
Service fulfilment systems: worldwide forecast 2011–2015
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About the author and Analysys Mason
Consulting from Analysys Mason
For more than 25 years, our consultants have been bringing the benefits of applied intelligence to
enable clients around the world to make the most of their opportunities
Unlike some consultancies, our focus is exclusively on TMT. We advise clients on regulatory matters, support
multi-billion dollar investments, advise on network performance and recommend commercial partnering options
and new business strategies. Such projects result in a depth of knowledge and a range of expertise that sets
us apart. We look beyond the obvious to understand a situation from a client’s perspective. We blend our range
of skills each day, every day, to solve our clients’ most-complex challenges.
Regulation
Transaction
support
Technical and
audit assurance
We offer regulatory advice
to operators, vendors, media
rights owners, regulators and
policy makers
We provide due diligence
and business planning
expertise to help vendors,
purchasers and lenders
We help major organisations
to maximise returns from
investment in networks
and technology
Marketing
and products
We help operators,
broadcasters and content
providers to create profitable
service opportunities in the
consumer, enterprise and
public sector markets
Procurement
Our procurement experience
translates into highly effective
vendor management for
clients in both the public and
private sector
Strategy and
planning
Systems and
infrastructure
We’re experts in the
development and critical
appraisal of operational
plans and strategy
We advise operators,
vendors, and public and
private sector clients on
business systems and
infrastructure
For more information about our consulting services, please visit www.analysysmason.com/consulting.
© Analysys Mason Limited 2011