 |
|
|
|
|
|
|
|
Communications Network Infrastructure
by Daniel KleinEvent Summary
Despite the gloom and doom in the North American marketplace today, voice-over-IP (VoIP) inches forward with several announcements, both in the United States and globally. For example, on June 20, Verizon announced a new Voice Over Broadband service based on the services of GoBeam, a provider of managed PBX services. Additionally, SBC announced the rollout of IP Centrex services based on Lucent Technologies' iMerge platform, and media server vendor SnowShore Networks announced wins with Z-Tel and SkyWave, an Asia-based IP service provider. Other recent announcements have focused on expanding vendors' reach into the international marketplace.
Market Impact
In addition to the typical North American contingent, this year's SUPERCOMM attracted an unprecedented number of international players with booths by such previously unrepresented organizations as Huawei, ZTE Telecom, and the government of India. Packetized voice was a definitive theme among these companies. This showing strengthens the Yankee Group's contention that demand overseas is strong. Vendors such as VocalTec, COMGATES, and ECI Telecom are ahead of the game due to their strong global penetration and existing relationships. In fact, distribution agreements such as the one that Sonus and Sumitomo signed in June 2001 are the types of relationships that will allow vendors to sell their products overseas, and hence weather the economic turmoil. Recent international partnership agreements include:
- Clarent, whose V.IP alliance program is quite extensive, signed an agreement with Gateway IP to expand its reach in Africa and the Middle East. Clarent also entered into a strategic alliance with iTopia, whereby iTopia will be its master distributor in Southeast Asia.
- General Bandwidth and Datacraft Asia have formed a strategic partnership for that region.
- NTT-ME will be distributing and supporting Oresis's switching system throughout Japan.
- Fujitsu has aligned itself with Broadsoft to resell and totally support its products throughout the Asia-Pacific region.
Recommendations
- It is clear that growth in packetized voice over the next four quarters will come from Asia. It is important for vendors to properly position themselves to benefit from this growth in order to maximize revenues and weather the storm.
- Vendors must concentrate on creating strategic alliances abroad: Those vendors with a live product should already have established distribution relationships in Asia. Those with emerging products need to take Asian markets into account in product road maps in the near term, and align themselves with vendors that can help them deliver difficult Asian variants, such as Japanese ISUP.
- Accept smaller margins: Due to fluctuating exchange rates and stiff pricing competition from Asian vendors such as Huawei, vendors must be willing to accept a lower selling price to some international customers. Although this will translate into smaller margins for the vendor, it nevertheless is better than no margins.
Wireless/Mobile Services
by Linda BarrabeeEvent
On Wednesday, June 19, the federal government signed a measure that postponed indefinitely this month's planned auction of most of the 700-MHz frequency band, which is currently occupied by television broadcasters. The new legislation calls for the FCC to refund some of the payments to select bidders, while a portion of the band—18 MHz of spectrum in the lower band (channels 52–59)—is still slated for auction in August. The FCC has shelved indefinitely the auction of the remainder of the lower band, and the planned January 2003 auction of the upper band (channels 60–69) will be reviewed and likely delayed as well.
Market Impact
This latest delay is not much of a surprise and is on the whole welcome news for the mobile phone industry. While the FCC continues to work toward making additional spectrum available, complications have persisted with the 700-MHz frequency band, as there is no specific plan for removing incumbent UHF television broadcasters before their required relocation in 2006. The spectrum has become less attractive for potential bidders, which face the possibility of having to pay significant sums to broadcasters in order to facilitate early relocation. Additionally, while the 700-MHz frequency band is attractive because it is the last piece of available spectrum that allows for greater in-building penetration for the wireless signal (especially attractive for wireless data), there are drawbacks: there is no existing equipment (network hardware and handsets) built for the band, and existing wireless providers would have to deal with managing either a second or third different spectrum band within their networks.
Conclusions/Recommendations
- In order to generate significant interest, we believe that the FCC needs to change the criteria for vacating the 700-MHz frequency band from the 80% digital penetration criteria to include digital cable or satellite by January 1, 2006. This puts an end date to spectrum cohabitation.
- The FCC should learn from the lessons of the past, rather than repeating the same painful mistakes over and over again (as this is the sixth delay of this auction). This latest snafu with the 700-MHz frequency band is symptomatic of a much larger problem: the lack of a coherent spectrum policy for wireless services overall. The FCC and the NTIA need to create a policy that outlines what spectrum will be available (in addition to the 700-MHz band), for what services (e.g., wireless data), and when the spectrum will be available; and specify how critical issues such as clearing and relocation will be addressed.
Wireless/Mobile Asia-Pacific
by Shiv PutchaEvent Summary
On June 14, Singapore Telecommunications announced that its mobile unit, SingTel Mobile, was delaying the award of a contract for the supply of a 3G mobile network. The company cited both limited demand and supply-side bottlenecks as principal factors influencing the decision.
Market Impact
SingTel's decision comes close on the heels of the Singapore regulator, the Infocomm Development Authority of Singapore (IDA), announcing that sharing for 3G network infrastructure costs would not be allowed. Moreover, the IDA has also since rejected an appeal by Singapore operators to waive or extend the current deadline of year-end 2004 for full deployment of a 3G network and commercial service launch.
While the IDA has cited European case studies as benchmarks for its decision, SingTel's decision appears to be far more grounded in reality. The enormous debt burdens borne by European operators in the stampede for 3G licenses has sent tremors around the globe, and Asian operators appear to be coming to the general consensus that there is no hurry to deploy 3G. SingTel executives have cited the nascent development of 3G technology, insufficient demand, handset shortages and a general lack of suitable applications and content among the many reasons for their cautious approach to 3G.
SingTel has reportedly conducted 3G trials with Sweden's Ericsson, Finland's Nokia, and a consortium including Germany's Siemens, as well as Japan's NEC Corp and Itochu Corp., although the tender award timeline has not been revealed. SingTel Mobile said it expects to be able to offer limited 3G services in 2003, and meet the deadline of the end of 2004 set by the IDA for the nationwide rollout of its 3G network.
Recommendations/Conclusions
- SingTel's announcement is not wholly a surprise, and should in actual fact be applauded. With even GPRS failing to take root in Europe and Asia, SingTel's announcement is the clearest statement yet of the overhyped deliverance that was widely touted from 3G.
- SingTel's announcement is also in sharp contrast to its nearest competitor, M1, which announced that it was optimistic about 3G uptake. Of course, M1's optimism is predicated on the success, firstly, of MMS and other business-type services over GPRS. The key point to note is that subscriber uptake will indeed be evolutionary from GPRS to W-CDMA. That said, with negligible uptake for GPRS to date, and an acute lack of content and applications, not to mention the relatively high tariff threshold for both service and handsets, M1's optimism might eventually boil down to mere competitive posturing.
Security Solutions & Services
by Anil PhullEvent Summary
Enterprise networks now must extend beyond corporate campuses to serve the business informational needs of teleworkers and traveling employees working from remote end points such as laptops and other mobile devices. These remote end points are increasingly the targets of attacks by hackers that seek a convenient back door into corporate resources and systems. The recently published Yankee Group research Report, "Enterprise Remote End-Point Security Products: Driving Security Policies to the Last Mile," discusses enterprise requirements, vendors, and futures for the rapidly growing remote end-point security (REPS) product market.
Market Impact
The Report details the product offerings and winning strategies of REPS vendors, whose market is expected to grow in revenue from $20 million in 2001 to over $260 million by 2006. The corresponding enterprise REPS installed base is expected to increase from just over 500,000 early-adopting end users in 2001 to over 7.2 million deployed seats in 2006.
REPS products are a natural and essential extension of the data transport security provided by IP VPN hardware and software vendors and service providers. In order to remain competitive, these vendors must quickly assess their compatibility with the most prevalent enterprise REPS solutions. The Yankee Group envisions rapid evolution of REPS products to protect remote end points against emerging and blended Internet threats such as the Code Red and Nimda worms.
Conclusions/Recommendations
- Before considering any REPS product, end users must ensure that a robust and enforceable enterprise security policy, especially for the activities of remote end users, is in place. REPS purchasers will be required to educate remote end users about security threats and then determine the appropriate level of REPS protection for these users.
- Existing REPS vendors should establish tiered pricing for remote and corporate campus–based REPS solutions, with premium pricing for remote-access users. Enterprises will be most interested in security at the end points that are most cumbersome and costly to protect and maintain.
- For vendors considering entrance into the REPS market, the Yankee Group recommends focusing on the next-generation REPS solutions that protect mobile remote end points (handheld devices, two-way pagers, and laptops equipped with wireless networking) in addition to conventional remote end-point protection.
Networked Business Strategies Asia-Pacific
by Christopher SlaughterEvent Summary
A disastrous fire that killed 24 people and injured 13 others at an illegal Internet café in Beijing has led to a police sweep across the city. Some 2,400 public Internet cafés have been closed—both legally licensed establishments as well as "hei wangba," the underground "black Internet bars" that were the main target of the sweep.
Market Impact
Beijing municipal officials have said the establishments will be closed for three months while safety inspections are carried out and licenses reviewed, and that no new licenses will be issued for an indefinite period. Meanwhile, other city and provincial governments across China have been following Beijing's lead and cracking down on Internet cafés, of which state media claims there are some 200,000 across the country, with as many as half operating illegally. Over the years, thousands have been closed and more than 14,000 others have reportedly been "punished" for infractions.
The Beijing sweep in particular is being called a "safety overhaul" and is nominally part of a campaign to ensure compliance with safety codes in public venues as diverse as dancing halls and barber shops (both identified as centers for prostitution), beauty salons, and even public bathrooms. The inclusion of Internet cafés in such a list makes it clear that they are seen as an issue of public morality as much as an issue of public safety.
In the wake of the tragedy, state-run media have begun calling for greater supervision and enforcement of the already-strict regulations on Internet bars (see our May 2002 Research Note, "China Tightens Control Over Internet . . . Again"). Just last month, new regulations were passed prohibiting teenagers from entering Internet cafés on school days, and the deaths in Beijing are sure to lead to even stricter—but equally unenforceable—regulations.
Conclusions/Recommendations
- To a certain extent, authorities in China have played a large part in fostering the proliferation of illicit Web cafés in the first place. By imposing stringent licensing requirements on Internet bars and insisting they monitor and report the online activity of their customers, authorities have virtually guaranteed that there will be widespread noncompliance. There is clearly massive demand for unrestricted, public Internet access in China, and a repressive regulatory environment will not prove to be a significant impediment to entrepreneurs looking to satisfy that demand.
- Moreover, with average income levels still too low to put personal computers within the economic grasp of most of China's population, access to the Internet will continue to be possible only through shared computer resources for the vast majority of China's users for some time to come. There is a definite role for Internet cafés to play in providing basic access to China's vast population, and authorities must balance their desire to have complete control over the flow of information in the country with the real need to ensure public safety and provide citizens with access to modern communications.
Back to Table of Contents
Wireless/Mobile Technologies
by Sarah KimEvent Summary
On June 19, Research In Motion (RIM) announced that it has filed an intellectual property complaint against Good Technology, a well-funded enterprise wireless solution start-up and to date RIM's most direct rival. The Good Technology wireless service, comprising an enterprise messaging server (GoodLink), Web-enabled data downloading (GoodInfo), and a Mobitex-based hardware device (Good G100), is designed to support any device, including RIM devices. Among others, RIM's complaint alleges that Good Technology has violated a BlackBerry patent related to the way in which wireless data applications are remotely managed from a central host.
Market Impact
Good Technology's key differentiation is its ability to deliver continuous over-the-air synchronization of Exchange e-mail (Lotus support is not currently available) and PIM features (e.g., calendaring, address book) without the need for a cradle. The service also incorporates other feature enhancements such as positive acknowledgement upon message delivery, the ability to edit attachments (PowerPoint, spreadsheets, text) and access to Web-enabled corporate data.
Despite these technical advantages, Good Technology faces an uphill battle. Its case for displacing RIM's existing customers is weak in the current macroeconomic environment. We anticipate few enterprises to replace their existing BlackBerry devices and applications in favor of a me-too product with modest improvements. Moreover, Good faces a more formidable challenge, as RIM moves toward a more open solution. RIM has ported its proprietary OS to a J2ME platform, reorganized its salesforce to facilitate its growing carrier customer base, and, most recently, launched a reference design program to attract OEMs to build devices that support the BlackBerry push architecture.
Conclusion
- Too much emphasis has been placed on its ability to displace RIM's 321,000-plus users—significant but by no means the only wireless data user prospects in the market. In today's competitive market, all enterprise solution vendors are challenged to penetrate new accounts. In order to preserve a long-term position, Good Technology must also demonstrate value to organizations that have not already deployed a wireless data strategy (i.e., non-RIM customers).
- This case against Good Technology is not the first time that RIM has decided to pursue legal action on the grounds of patent infringement. While we cannot foresee the outcome of this lawsuit, the strength of RIM's intellectual portfolio cannot be easily dismissed. Case in point: In May 2001, RIM filed a complaint against Glenayre Electronics for violating its BlackBerry Single Mailbox Integration patent. Both parties have since recognized the validity of the patent, dismissing the case in favor of future collaboration.
Back to Table of Contents
Networked Business Strategies Latin America
by Grant SmithEvent Summary
J.D. Edwards opened new offices in Argentina, located in the Puerto Madero Zone, after severing relationships with the ASSA Group systems integrators (SIs). From this point forward, J.D. Edwards's principal objective is to provide direct support to existing ERP, supply chain, and other applications customers in Argentina including Telecom Argentina, Ledesma, and Arcor. In the second stage, the company plans to hire additional personnel for sales and service. J.D. Edwards is not moving alone, as business application vendors in Latin America make massive adjustments in the face of a changing market.
Market Impact
Latin America market leader SAP is fine-tuning an indirect channel for the launch of its Business One applications suite, sized for the sophisticated SMB market. Brazilian giant Microsiga is training and motivating its 47-region franchisee network to defend a highly lucrative SMB niche, and better position full software localization that complies with all Brazilian and neighboring country markets’ complex tax and legal requirements. Other mid-market players are evaluating potential acquisition candidates to lock in more market share. Many, like J.D. Edwards, are severing long-time relationships with systems integrators and going direct. Vendors are seeking either exclusivity or higher levels of loyalty from their remaining SIs, even as they assure software customers that endless implementations and multimillion-dollar fees to consultants are things of the past.
Recommendations
- Large multinationals and regional giants are evaluating best-of-breed solutions and are increasingly comfortable running different vendors' ERP modules and other applications under the same roof. Vendors need to fearlessly seize these smaller opportunities where they exist.
- Vendors must lower their opaque "global goggles" to perceive complex local market drivers, particularly as they size up the middle market. Brazil's market for pharmaceutical supply chain management and ERP solutions has exploded as the country moves away from international drug patent restrictions and toward domestically mass-produced generic drugs. This spurred a domestic industry buildout even as the U.S. Dow Jones Pharmaceutical Index fell 21.6% over the previous year. Vendors attempting a "Global 2000" or U.S. market benchmark approach to Latin American (and most other international) markets will overlook the hottest multimillion-dollar mid-market opportunities as they unfold.
- A Tier 1 ERP vendor observed that less than 6% of its Latin American customers have purchased any type of CRM software. The years 2002 and 2003 are the time for software vendors to communicate CRM ROI and ramp up solutions sales in companies undergoing complete cultural transformations in their customer service processes.
- Underutilization of ERP applications in the region is rampant. The new direct service organizations of J.D. Edwards and other vendors can harvest additional revenues by training and helping customers finish the job that many SIs did not. Remedial services will bring substantial revenues to those vendors willing to turn embarrassments into opportunities.
Business Applications & Commerce
by Kosin HuangSummary
Pricing is a fundamental business function that all companies must manage. It has always been and remains a critical profit lever and value driver. Companies are now addressing price management and profit optimization with a new class of software aimed at solving the complexity of the pricing problem, and automating and supporting this often disaggregated business process. Software providers delivering these solutions include the likes of Rapt, Manugistics, i2, Vendavo, KhiMetrics, DemandTec, SAP, Siebel, and Oracle, along with several other emerging players.
As companies begin to deploy pricing solutions, what should they consider? How do they best capitalize on these solutions?
Recommendations
There are some key success factors to keep in mind once companies do invest the time and resources in implementing a pricing system:
- Create critical sponsorship. Companies must begin by asking: What level of sponsorship is sufficient to drive price management projects? Critical sponsorship from both top-level and lower levels of management is necessary for success. Because price management initiatives are so strategic, senior management must establish the direction for a company's price process restructuring. At the same time, buy-in from other managers at lower levels is critical because they are the ones that execute on the new pricing practices.
- Give pricing an "owner." Today, no one "owns" the pricing process, which is spread out among many constituents. There is no "VP of pricing" in today's companies. But as adoption of pricing technology escalates and the idea of pricing as a top-level concern takes hold, we will begin to see new positions emerge. This person should take on the key role in driving change and validating the success of the pricing deployment, perhaps heading up a steering committee. This end-user advocate should help support, educate, and communicate to the rest of the organization while acting as the primary liaison to the software vendor, providing input regarding what the end user is experiencing.
- Approach pricing technology as a strategic driver, not an IT issue. The fact that a company is employing a technology to help automate the pricing process should not relegate price management to be an IT issue. Companies cannot view price management as simply an IT upgrade. Price management will become ever more strategic as CEOs and boards of directors are increasingly looking at CIOs to deliver a rapid, concrete return on technology investments. Demonstrated top-line impact will further elevate pricing beyond its perceived marketing status to establish price management as a powerful profit lever.
- Devise a realistic, concrete plan. An actionable plan or road map that details how the new price management technology needs to develop should be handed down to end users. Adoption will be accelerated if a concise plan with measurable objectives for each deployment stage is communicated along with appropriate training for both IT and business users. The software vendor should play a key part in the restructuring by driving both cultural and process change. Since price management restructuring affects functional business units across the organization, it is important for the software vendor to assist in developing a plan for how the technology will work for different people and get everyone involved.
- Push to collect and develop accurate data. End users must recognize that pricing optimization is only as good as the data you input. Gathering and cleaning up data is crucial for realizing the success of optimization systems as data inconsistencies are bound to occur. The reality is that you are gathering information from disparate systems and managing frequent changes in cost and competitive information, promotional information, and complex trading relationship information. As a result, scientific rigor is needed. As end users pilot implementations, they need to integrate existing systems with the new pricing tools and ensure that accurate data feeds are done continuously. By understanding the complete data picture, companies can better trust their price optimization engines and get a better understanding of demand while increasing their responsiveness to market changes.
Wireless/Mobile Europe
by Philip TaylorIntroduction
Busy times for mmO2's marketers who made a range of pricing announcements this week. On Tuesday June 18, it became the first European operator to reveal prices for 3G services, in this case those of its subsidiary, Manx Telecom on the Isle of Man. On Wednesday, it followed this up with news that it would be launching a range of multimedia messaging services (MMS) from this coming autumn.
Market Implications
For Manx Telecom's 3G services, mmO2 has gone with four tariff packages, aimed at large businesses, small and medium-sized businesses, heavy-use consumers, and light-use consumers. The charges (detailed below) are based on a monthly subscription, which includes free use up to a set allowance of data. It has been calculated by mmO2 that a typical consumer will end up paying around £44 (US$72.16) a month while business users can expect a monthly bill of about £80 (US$131).
As for MMS, mmO2 is the third network operator in Europe that we are aware of, to have made explicit its pricing plans. On June 1, T-Mobile in the UK launched its MMS service, "T-Mobile Picture Messaging." For a flat monthly fee of £20 (US$32), users can send and receive MMS up to a limit of 10 Mb of data. Finnish incumbent operator Sonera, launched its MMS service on June 11 with messages costing €0.59 (US$0.56) to send. Italy's TIM is providing MMS for free up until September in order to assess consumer usage patterns before electing a pricing scheme.
Conclusions
- Manx Telecom's 3G tariff schemes are hardly the embodiment of innovation, reflecting closely the four-way GPRS pricing model being used at O2 in the UK with the "WAP starter," "WAP surfer," "Web and work," and "Web professional" categories.
- Although mmO2 has been at pains to point out that these are trial charges and liable to change, they nevertheless reflect the fact that 3G transport will be charged for at significantly lower prices than GPRS from the outset.
- MMS pricing for mmO2 seems sensible, allowing itself the luxury of experimenting with different charging models, unlike T-Mobile, while avoiding the trap of giving away services for free, like TIM.
Exhibit 1
Price Comparison: 3G at Manx Telecom and GPRS at O2 (UK)
Source: mmO2 and Yankee Group
Manx Telecom
3G Pricing3G Business 3G Enterprise 3G Consumer 3G Protonet Data Subscription US$131 US$82 US$41 US$8 Free Data
Allowance100 Mb 50 Mb 20 Mb 1 Mb Charge per Additional Mb US$0.16 US$0.82 US$1.6 US$3.3
O2 GPRS
PricingWeb Professional Web and Work WAP Surfer WAP Starter Data Subscription US$77 US$39 US$13 US$6.5 Free Data
Allowance36 Mb 12 Mb 1 Mb 0 Charge per Additional Mb US$1.9 US$2.44 US$6.54 US$32.8
Wholesale Communications Services
by Nancy BedardEvent
Memphis Networx announced on June 19 that it lit a 90-mile fiber network in Memphis and Shelby County, Tenn. The company signed its first customer in May. Kentucky Data Link (KDL), a regional carriers' carrier, is using Memphis Networx's last-mile connections to expand its reach in the Memphis market.
Market Impact
Memphis Networx was able to obtain funding and complete its network in a market where announcements of metro carriers' carrier closings and bankruptcies are more common than success stories. Wholesale market opportunities are holding firmer in Tier 2 and Tier 3 areas than in the often overbuilt Tier 1 areas. Despite the more favorable market conditions in Tier 2 cities, funding for a new fiber build is not easy to obtain in any market. Memphis Networx is a private company that obtained funding from the municipal utility Memphis Light, Gas & Water and a local private investment group. Memphis Networx is negotiating capacity with a number of service providers, including Ethernet providers and wireless carriers.
Conclusions/Recommendations
- A Yankee Group survey shows demand for capacity is holding steady or increasing in metro markets, and more so in Tier 2 and Tier 3 markets than in Tier 1 markets. Pricing is also holding steadier in Tier 2 and Tier 3 markets, where competition is not as great.
- Municipal utilities and telecom providers bring mutually beneficial strengths to a telecommunications venture. In the skittish market where all telecom ventures are painted with the same brush, service providers are looking for financial stability in their carriers' carriers, and municipals can generally be counted on to bring that to the table.
- New entrants to the metro carriers' carrier market need to build to proven demand and establish a stable revenue stream before expanding to new markets. Metro network builds are capital-intensive and can run as high as $1 million per mile in urban areas. Expansion plans need to be based on realistic market demand assessments.
Convergent Communications Asia-Pacific
by James WalshReport Summary
Having upgraded their backbone and long-haul infrastructures, service providers throughout the world are currently overhauling their local access, and metropolitan area networks (MANs) to meet an increased demand for bandwidth from both enterprise and residential users. In a forthcoming Yankee Group Convergent Communications Asia Pacific Report, we profile four service providers that are building out MANs in key markets in the region. The Report shows how these operators have taken different approaches, and are adopting a variety of technologies depending on local competitive and regulatory conditions, their target markets, as well as their background and overall strategy.
Market Impact
In the first quarter of 2002, 39.3% of global vendor wins for MAN equipment were from the Asia-Pacific region. The rapid development of this market has come about in response to a number of interrelated trends. First, corporate demand for broadband services to support data-rich applications such as content distribution and storage area networks is increasing. Second, the application of technologies such as Ethernet and dense wave division multiplexing (DWDM) in MANs has enabled operators to build out highly scalable networks, and quickly deploy inexpensive high-bandwidth services. Third, ongoing deregulation has made it possible for new operators to compete with incumbents, which until recently have monopolized the metropolitan markets in the region. Liberalization of dark fiber has made it possible for new entrants to build out networks at low cost and avoid the problems related to rights-of-way that are faced by operators building out their own infrastructures.
Recommendations
The Report includes a list of recommendations for service providers, vendors, and end users:
- While there is no single business model that will guarantee success in a region's metro markets, operators must strive to differentiate themselves by drawing on their core competencies to offer value-added services, such as managed hosting and storage area networks.
- Service providers select their main vendors based on reliability, performance, and cost. Technological competency is a given, and vendors must differentiate themselves by working closely with service providers to identify business models that can benefit all parties.
- End users should take advantage of the benefits of a wide selection of inexpensive networking solutions, and start to make concrete strategies to migrate their legacy networks to IP.
Back to Table of Contents
Price Management and Profit Optimization: From Planning to Execution
bac, Report, June 2002, by Kosin HuangBridging Supply and Demand: i2's Value Chain Vision
bac, Flash, June 2002, by Kosin HuangStatus Quo in Thailand: Liberalization on Hold
ccap, Flash, June 2002, by Koji OkiGlobal Metropolitan Area Networks: A New Attitude
cni, Report, June 2002, by Marian StasneyRegulating Broadband Services Around the World—Controversy, Uncertainty, and Questioning of Competition Policies (Part 1: Asia-Pacific, Europe, the Middle East, and Africa)
grs, Report, June 2002, by Dianne NorthfieldSME Asia-Pacific 2002: A Perspective on Japan
jms, Report, June 2002, by James WalshSME Asia-Pacific 2002: Mobile Means Voice, Not Data
wmap, Report, June 2002, by Shiv PutchaSelling Wireless Data in the Enterprise: Carrier Strategies and Tactics
wmec, Report, June 2002, by Eugene Signorini and Roberta WigginsColombia's Mobile Sector Boasts Surprising Growth
wmla, Report, June 2002, by Andy Castonguay and Wally SwainBack to Table of Contents
June 27, 2002
A Wholesale Communications Services Audio Conference
Metro Wholesale Providers and Unbundled Network Elements: Not Necessarily Mutually ExclusiveJune 28, 2002
A Communications Network Infrastructure Audio Conference
2002 Edge Router MarketplaceBack to Table of Contents
The Yankee Group's signature conferences provide a real-time opportunity to explore the technologies transforming the information technology, media, telecommunications, and wireless marketplaces. Our exclusive and interactive forums provide the ideal setting for Yankee Group analysts, together with industry leaders, to discuss and define the future of technology, business, and strategy.
For questions or more information on upcoming events, please e-mail conference@yankeegroup.com, or call
(617) 956-5000 ext. 460.
To learn more about the Yankee Group, please click here.The Yankee Group believes the statements contained in this publication are based on accurate and reliable information. However, because our information is provided from various sources, including third parties, we cannot warrant that this publication is complete and error-free. The Yankee Group disclaims all implied warranties, including, without limitation, warranties of merchantability or fitness for a particular purpose. The Yankee Group shall have no liability for any direct, incidental, special or consequential damages or lost profits.
Yankee Group Research Notes was prepared by the analysts for use by its clients. These analyses supplement the research available through the Yankee Group Planning Services. For more information please call the Yankee Group. Phone: (617) 956-5000; Fax: (617) 956-5005; E-mail: info@yankeegroup.com
Back to Table of Contents