Telcos must transform as the traditional value chain evolves. Execution of Telco 2.0 requires a deep understanding of customer segmentation and analytics; an open-platform approach to partnership for content, applications and devices; sharper time/cost/quality tradeoffs for major IT programmes; and a "network of best fit" approach to physical infrastructure. Telecom NZ's Rod Snodgrass shows how New Zealand's leading telco is grappling with these challenges, in the context of a regulatory regime that is one of the most far-reaching in the world. Telecom has already made profound, long-term technology choices in mobile and broadband and is undertaking the largest private sector infrastructure spend in the country's history.

Fixed Mobile Substitution (FMS) is receiving more and more ground on the Croatian telecommunication market as mobile penetration has reached a level of almost 130%. Therefore, potentials for further growth in the voice business are rather limited. Consequently operators have started to look for new growth opportunities. Data transport and services have been identified as an area for future revenue increase. Indeed, the penetration of broadband has shown an impressive growth over the past three years and wireless broadband is considered and recognized as a real alternative solution to the incumbent’s offer in the fixed line domain. Mobile networks are experiencing a huge increase in data capabilities and further developments can be expected in the future. Alongside with the success of MoU FMS there is a huge further potential for pushing FMS in the access part also. Vipnet, as the leading innovator on the Croatian telecommunication market will continue to boost the broadband market.

Telcos must transform as the traditional value chain evolves. Execution of Telco 2.0 requires a deep understanding of customer segmentation and analytics; an open-platform approach to partnership for content, applications and devices; sharper time/cost/quality tradeoffs for major IT programmes; and a "network of best fit" approach to physical infrastructure. Telecom NZ's Rod Snodgrass shows how New Zealand's leading telco is grappling with these challenges, in the context of a regulatory regime that is one of the most far-reaching in the world. Telecom has already made profound, long-term technology choices in mobile and broadband and is undertaking the largest private sector infrastructure spend in the country's history.

Fixed Mobile Substitution (FMS) is receiving more and more ground on the Croatian telecommunication market as mobile penetration has reached a level of almost 130%. Therefore, potentials for further growth in the voice business are rather limited. Consequently operators have started to look for new growth opportunities. Data transport and services have been identified as an area for future revenue increase. Indeed, the penetration of broadband has shown an impressive growth over the past three years and wireless broadband is considered and recognized as a real alternative solution to the incumbent’s offer in the fixed line domain. Mobile networks are experiencing a huge increase in data capabilities and further developments can be expected in the future. Alongside with the success of MoU FMS there is a huge further potential for pushing FMS in the access part also. Vipnet, as the leading innovator on the Croatian telecommunication market will continue to boost the broadband market.

Telcos must transform as the traditional value chain evolves. Execution of Telco 2.0 requires a deep understanding of customer segmentation and analytics; an open-platform approach to partnership for content, applications and devices; sharper time/cost/quality tradeoffs for major IT programmes; and a "network of best fit" approach to physical infrastructure. Telecom NZ's Rod Snodgrass shows how New Zealand's leading telco is grappling with these challenges, in the context of a regulatory regime that is one of the most far-reaching in the world. Telecom has already made profound, long-term technology choices in mobile and broadband and is undertaking the largest private sector infrastructure spend in the country's history.

Fixed Mobile Substitution (FMS) is receiving more and more ground on the Croatian telecommunication market as mobile penetration has reached a level of almost 130%. Therefore, potentials for further growth in the voice business are rather limited. Consequently operators have started to look for new growth opportunities. Data transport and services have been identified as an area for future revenue increase. Indeed, the penetration of broadband has shown an impressive growth over the past three years and wireless broadband is considered and recognized as a real alternative solution to the incumbent’s offer in the fixed line domain. Mobile networks are experiencing a huge increase in data capabilities and further developments can be expected in the future. Alongside with the success of MoU FMS there is a huge further potential for pushing FMS in the access part also. Vipnet, as the leading innovator on the Croatian telecommunication market will continue to boost the broadband market.

This presentation is based on the “Optimizing the Move to Next Gen” catalyst which brought together Enterprise Product Management (EPM), Service Catalog and Business Process Management (BPM) to optimize the transition while providing Business Insight and Process Flexibility. This approach provides the business users including CIOs, COOs and Product Marketing with the insight around customer, product and service activity and the flexibility to influence the timing and therefore overall cost of the transition.

Within its eTOM Fulfilment framework, Vodafone UK executes large volumes of business-as-usual changes to its core network, with significant implications for both operational budgets and service quality. Dimension Data worked with Vodafone to create an ITIL-aligned implementation service integrated with existing Change Management processes, with flexibility to cope with changes of varying complexity, size and volume. This presentation outlines the programme from inception to delivery, identifies lessons learnt and cost and quality benefits realised

This presentation is based on the “Optimizing the Move to Next Gen” catalyst which brought together Enterprise Product Management (EPM), Service Catalog and Business Process Management (BPM) to optimize the transition while providing Business Insight and Process Flexibility. This approach provides the business users including CIOs, COOs and Product Marketing with the insight around customer, product and service activity and the flexibility to influence the timing and therefore overall cost of the transition.

Within its eTOM Fulfilment framework, Vodafone UK executes large volumes of business-as-usual changes to its core network, with significant implications for both operational budgets and service quality. Dimension Data worked with Vodafone to create an ITIL-aligned implementation service integrated with existing Change Management processes, with flexibility to cope with changes of varying complexity, size and volume. This presentation outlines the programme from inception to delivery, identifies lessons learnt and cost and quality benefits realised

This presentation is based on the “Optimizing the Move to Next Gen” catalyst which brought together Enterprise Product Management (EPM), Service Catalog and Business Process Management (BPM) to optimize the transition while providing Business Insight and Process Flexibility. This approach provides the business users including CIOs, COOs and Product Marketing with the insight around customer, product and service activity and the flexibility to influence the timing and therefore overall cost of the transition.

Within its eTOM Fulfilment framework, Vodafone UK executes large volumes of business-as-usual changes to its core network, with significant implications for both operational budgets and service quality. Dimension Data worked with Vodafone to create an ITIL-aligned implementation service integrated with existing Change Management processes, with flexibility to cope with changes of varying complexity, size and volume. This presentation outlines the programme from inception to delivery, identifies lessons learnt and cost and quality benefits realised

This presentation is based on the “Optimizing the Move to Next Gen” catalyst which brought together Enterprise Product Management (EPM), Service Catalog and Business Process Management (BPM) to optimize the transition while providing Business Insight and Process Flexibility. This approach provides the business users including CIOs, COOs and Product Marketing with the insight around customer, product and service activity and the flexibility to influence the timing and therefore overall cost of the transition.

Within its eTOM Fulfilment framework, Vodafone UK executes large volumes of business-as-usual changes to its core network, with significant implications for both operational budgets and service quality. Dimension Data worked with Vodafone to create an ITIL-aligned implementation service integrated with existing Change Management processes, with flexibility to cope with changes of varying complexity, size and volume. This presentation outlines the programme from inception to delivery, identifies lessons learnt and cost and quality benefits realised

This presentation is based on the “Optimizing the Move to Next Gen” catalyst which brought together Enterprise Product Management (EPM), Service Catalog and Business Process Management (BPM) to optimize the transition while providing Business Insight and Process Flexibility. This approach provides the business users including CIOs, COOs and Product Marketing with the insight around customer, product and service activity and the flexibility to influence the timing and therefore overall cost of the transition.

Within its eTOM Fulfilment framework, Vodafone UK executes large volumes of business-as-usual changes to its core network, with significant implications for both operational budgets and service quality. Dimension Data worked with Vodafone to create an ITIL-aligned implementation service integrated with existing Change Management processes, with flexibility to cope with changes of varying complexity, size and volume. This presentation outlines the programme from inception to delivery, identifies lessons learnt and cost and quality benefits realised

This presentation is based on the “Optimizing the Move to Next Gen” catalyst which brought together Enterprise Product Management (EPM), Service Catalog and Business Process Management (BPM) to optimize the transition while providing Business Insight and Process Flexibility. This approach provides the business users including CIOs, COOs and Product Marketing with the insight around customer, product and service activity and the flexibility to influence the timing and therefore overall cost of the transition.

Within its eTOM Fulfilment framework, Vodafone UK executes large volumes of business-as-usual changes to its core network, with significant implications for both operational budgets and service quality. Dimension Data worked with Vodafone to create an ITIL-aligned implementation service integrated with existing Change Management processes, with flexibility to cope with changes of varying complexity, size and volume. This presentation outlines the programme from inception to delivery, identifies lessons learnt and cost and quality benefits realised

Session description will be added shortly.

To say that the telecommunications industry is undergoing a dramatic transformation would be an understatement. Diverse factors are forcing established operators to evaluate long-held strategies. Technologies at the foundation of their networks are being challenged by the disruptive innovations of VoIP. One of the outcomes is a growing need for operators to focus resources on their core business and maximize the efficiency of all other operations. This is particularly fitting in regards to how they conduct their international business. In this context of rapid retail competition, technology upheaval, and service innovation, it is necessary in the commoditized international voice business to have both a low cost-structure and very large scale of traffic. Mr. Ofer Gneezy will discuss how the global voice market is changing. He will analyze the latest market trends and their impacts on the international voice business, including consolidation, business commoditization and migration to IP. He will specifically focus on recent market developments including examples of acquisitions or innovative business models that totally changed the international voice landscape. In this context, new carriers and service providers’ requirements will be discussed, as well as the solutions that can help them to maintain or enhance international voice business profitability.

Session description will be added shortly.

To say that the telecommunications industry is undergoing a dramatic transformation would be an understatement. Diverse factors are forcing established operators to evaluate long-held strategies. Technologies at the foundation of their networks are being challenged by the disruptive innovations of VoIP. One of the outcomes is a growing need for operators to focus resources on their core business and maximize the efficiency of all other operations. This is particularly fitting in regards to how they conduct their international business. In this context of rapid retail competition, technology upheaval, and service innovation, it is necessary in the commoditized international voice business to have both a low cost-structure and very large scale of traffic. Mr. Ofer Gneezy will discuss how the global voice market is changing. He will analyze the latest market trends and their impacts on the international voice business, including consolidation, business commoditization and migration to IP. He will specifically focus on recent market developments including examples of acquisitions or innovative business models that totally changed the international voice landscape. In this context, new carriers and service providers’ requirements will be discussed, as well as the solutions that can help them to maintain or enhance international voice business profitability.

Session description will be added shortly.

To say that the telecommunications industry is undergoing a dramatic transformation would be an understatement. Diverse factors are forcing established operators to evaluate long-held strategies. Technologies at the foundation of their networks are being challenged by the disruptive innovations of VoIP. One of the outcomes is a growing need for operators to focus resources on their core business and maximize the efficiency of all other operations. This is particularly fitting in regards to how they conduct their international business. In this context of rapid retail competition, technology upheaval, and service innovation, it is necessary in the commoditized international voice business to have both a low cost-structure and very large scale of traffic. Mr. Ofer Gneezy will discuss how the global voice market is changing. He will analyze the latest market trends and their impacts on the international voice business, including consolidation, business commoditization and migration to IP. He will specifically focus on recent market developments including examples of acquisitions or innovative business models that totally changed the international voice landscape. In this context, new carriers and service providers’ requirements will be discussed, as well as the solutions that can help them to maintain or enhance international voice business profitability.

Session description will be added shortly.

To say that the telecommunications industry is undergoing a dramatic transformation would be an understatement. Diverse factors are forcing established operators to evaluate long-held strategies. Technologies at the foundation of their networks are being challenged by the disruptive innovations of VoIP. One of the outcomes is a growing need for operators to focus resources on their core business and maximize the efficiency of all other operations. This is particularly fitting in regards to how they conduct their international business. In this context of rapid retail competition, technology upheaval, and service innovation, it is necessary in the commoditized international voice business to have both a low cost-structure and very large scale of traffic. Mr. Ofer Gneezy will discuss how the global voice market is changing. He will analyze the latest market trends and their impacts on the international voice business, including consolidation, business commoditization and migration to IP. He will specifically focus on recent market developments including examples of acquisitions or innovative business models that totally changed the international voice landscape. In this context, new carriers and service providers’ requirements will be discussed, as well as the solutions that can help them to maintain or enhance international voice business profitability.

Since 2000 UPC Broadband Services has been growing rapidly through M&A and the introduction of new services. Corporate CIO is driving the transformation of Business and Systems in order to achieve customer focused operations, ensure maximum synergies from acquisitions and to improve cost effectiveness of newly delivered services. Centralization with business and system standardization were the key enablers for this transformation. This journey was only possible through close cooperation with leading industry vendors and utilization of TMF standards. Mehrdad Mansourpour's presentation will demonstrate how Enterprise Architecture and standardization of Business Processes were implemented. He will share lessons learned from this transformation and the fundamentals which allow UPC Broadband to face the challenges of economical downturn while driving further innovation.

Net Servicos de Comunicacao is Brazil's largest cable TV operator. Formerly Globo Cabo, the company has more than 2.5 million subscribers to a network that passes more than 9 million homes. Its cable TV holdings, including one wireless cable system, operate under the NET brand. It also provides broadband Internet access to more than 1.4 million subscribers with its NET Virtua service, as well as providing voice services through its NET Fone via Embratel service. Globo Comunicacao e Participacoes S.A owns 99% of the company's shares.This session will bring a unique perspective from such a major name in South America

Since 2000 UPC Broadband Services has been growing rapidly through M&A and the introduction of new services. Corporate CIO is driving the transformation of Business and Systems in order to achieve customer focused operations, ensure maximum synergies from acquisitions and to improve cost effectiveness of newly delivered services. Centralization with business and system standardization were the key enablers for this transformation. This journey was only possible through close cooperation with leading industry vendors and utilization of TMF standards. Mehrdad Mansourpour's presentation will demonstrate how Enterprise Architecture and standardization of Business Processes were implemented. He will share lessons learned from this transformation and the fundamentals which allow UPC Broadband to face the challenges of economical downturn while driving further innovation.

Net Servicos de Comunicacao is Brazil's largest cable TV operator. Formerly Globo Cabo, the company has more than 2.5 million subscribers to a network that passes more than 9 million homes. Its cable TV holdings, including one wireless cable system, operate under the NET brand. It also provides broadband Internet access to more than 1.4 million subscribers with its NET Virtua service, as well as providing voice services through its NET Fone via Embratel service. Globo Comunicacao e Participacoes S.A owns 99% of the company's shares.This session will bring a unique perspective from such a major name in South America

Since 2000 UPC Broadband Services has been growing rapidly through M&A and the introduction of new services. Corporate CIO is driving the transformation of Business and Systems in order to achieve customer focused operations, ensure maximum synergies from acquisitions and to improve cost effectiveness of newly delivered services. Centralization with business and system standardization were the key enablers for this transformation. This journey was only possible through close cooperation with leading industry vendors and utilization of TMF standards. Mehrdad Mansourpour's presentation will demonstrate how Enterprise Architecture and standardization of Business Processes were implemented. He will share lessons learned from this transformation and the fundamentals which allow UPC Broadband to face the challenges of economical downturn while driving further innovation.

Net Servicos de Comunicacao is Brazil's largest cable TV operator. Formerly Globo Cabo, the company has more than 2.5 million subscribers to a network that passes more than 9 million homes. Its cable TV holdings, including one wireless cable system, operate under the NET brand. It also provides broadband Internet access to more than 1.4 million subscribers with its NET Virtua service, as well as providing voice services through its NET Fone via Embratel service. Globo Comunicacao e Participacoes S.A owns 99% of the company's shares.This session will bring a unique perspective from such a major name in South America

Since 2000 UPC Broadband Services has been growing rapidly through M&A and the introduction of new services. Corporate CIO is driving the transformation of Business and Systems in order to achieve customer focused operations, ensure maximum synergies from acquisitions and to improve cost effectiveness of newly delivered services. Centralization with business and system standardization were the key enablers for this transformation. This journey was only possible through close cooperation with leading industry vendors and utilization of TMF standards. Mehrdad Mansourpour's presentation will demonstrate how Enterprise Architecture and standardization of Business Processes were implemented. He will share lessons learned from this transformation and the fundamentals which allow UPC Broadband to face the challenges of economical downturn while driving further innovation.

Net Servicos de Comunicacao is Brazil's largest cable TV operator. Formerly Globo Cabo, the company has more than 2.5 million subscribers to a network that passes more than 9 million homes. Its cable TV holdings, including one wireless cable system, operate under the NET brand. It also provides broadband Internet access to more than 1.4 million subscribers with its NET Virtua service, as well as providing voice services through its NET Fone via Embratel service. Globo Comunicacao e Participacoes S.A owns 99% of the company's shares.This session will bring a unique perspective from such a major name in South America

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

End of 2007, Swisscom started a major transformation programme in the IT operations domain. The “FMO” (Future Mode of Operation) programme aimed at defining and harmonizing the sourcing level between the Network & IT Operations Division of Swisscom Switzerland on one side, and Swisscom IT Services as a provider of IT infrastructure operations services on the other side. As a result, both companies have strengthened their position and focus on the respective core competencies and leveraged the assets in the best way.

External and internal cloud providers are increasingly being asked to provide visibility into their pricing terms, management services and capabilities, and process integrations. With economic uncertainly rising, IT organizations are being asked to deliver high quality services with less headcount and budget. To meet demand, IT is looking for Cloud providers to offer scalable, managed, and secure service offerings. This session will answer the key issues: 1) What are the major management requirements IT organizations ask Cloud providers for? 2) How are Cloud providers responding to meet management (technology and process) and customer needs? 3) What are the top inhibitors Cloud providers must overcome to drive customer demand?

The market may look shaky today, but one thing is certain: it will change. And service providers must be ready to confront or capitalize on whatever the market may bring, with minimal risk yet best returns. Using case studies from leading service providers, Amdocs’ Dana Porter reveals why it pays to: modernize and consolidate systems, focus on inherent strengths and transform existing BSS systems from maintenance money-pits to money-making assets.

Internet technology changed user behaviour in many aspects, especially, on service consumption. New business models driven by web 2.0 environment introduces large number of Internet based service providers and shifted the carrier’s position in the telecom value chain. Beside external competitions, carriers also face challenges on high operation cost and capital intensity due to maintaining legacy and NG technologies. I believe carriers have to reconsider their value proposition in the value chain. They no long have to own or develop all services but rather to own the end-to-end customer experience. Building strategic core capabilities that can be integrated with external services to offer end user products not just save capital expense but also reduce network complexity, and hence reduce operation cost.

The market may look shaky today, but one thing is certain: it will change. And service providers must be ready to confront or capitalize on whatever the market may bring, with minimal risk yet best returns. Using case studies from leading service providers, Amdocs’ Dana Porter reveals why it pays to: modernize and consolidate systems, focus on inherent strengths and transform existing BSS systems from maintenance money-pits to money-making assets.

Internet technology changed user behaviour in many aspects, especially, on service consumption. New business models driven by web 2.0 environment introduces large number of Internet based service providers and shifted the carrier’s position in the telecom value chain. Beside external competitions, carriers also face challenges on high operation cost and capital intensity due to maintaining legacy and NG technologies. I believe carriers have to reconsider their value proposition in the value chain. They no long have to own or develop all services but rather to own the end-to-end customer experience. Building strategic core capabilities that can be integrated with external services to offer end user products not just save capital expense but also reduce network complexity, and hence reduce operation cost.

The market may look shaky today, but one thing is certain: it will change. And service providers must be ready to confront or capitalize on whatever the market may bring, with minimal risk yet best returns. Using case studies from leading service providers, Amdocs’ Dana Porter reveals why it pays to: modernize and consolidate systems, focus on inherent strengths and transform existing BSS systems from maintenance money-pits to money-making assets.

Internet technology changed user behaviour in many aspects, especially, on service consumption. New business models driven by web 2.0 environment introduces large number of Internet based service providers and shifted the carrier’s position in the telecom value chain. Beside external competitions, carriers also face challenges on high operation cost and capital intensity due to maintaining legacy and NG technologies. I believe carriers have to reconsider their value proposition in the value chain. They no long have to own or develop all services but rather to own the end-to-end customer experience. Building strategic core capabilities that can be integrated with external services to offer end user products not just save capital expense but also reduce network complexity, and hence reduce operation cost.

The market may look shaky today, but one thing is certain: it will change. And service providers must be ready to confront or capitalize on whatever the market may bring, with minimal risk yet best returns. Using case studies from leading service providers, Amdocs’ Dana Porter reveals why it pays to: modernize and consolidate systems, focus on inherent strengths and transform existing BSS systems from maintenance money-pits to money-making assets.

Internet technology changed user behaviour in many aspects, especially, on service consumption. New business models driven by web 2.0 environment introduces large number of Internet based service providers and shifted the carrier’s position in the telecom value chain. Beside external competitions, carriers also face challenges on high operation cost and capital intensity due to maintaining legacy and NG technologies. I believe carriers have to reconsider their value proposition in the value chain. They no long have to own or develop all services but rather to own the end-to-end customer experience. Building strategic core capabilities that can be integrated with external services to offer end user products not just save capital expense but also reduce network complexity, and hence reduce operation cost.

Consolidation among service providers, risk-averse customer buying behaviors, and increasingly long sales cycles are threatening the very survival of telecom software vendors. Yet stifling innovation in this key area of the value chain will relegate service providers to low-value transport pipes, relative to nimble innovators like Google. Is telecom software innovation really doomed? Will investors flee? Are Europe and North America in the same boat? How can we stop the madness?

Consolidation among service providers, risk-averse customer buying behaviors, and increasingly long sales cycles are threatening the very survival of telecom software vendors. Yet stifling innovation in this key area of the value chain will relegate service providers to low-value transport pipes, relative to nimble innovators like Google. Is telecom software innovation really doomed? Will investors flee? Are Europe and North America in the same boat? How can we stop the madness?

Consolidation among service providers, risk-averse customer buying behaviors, and increasingly long sales cycles are threatening the very survival of telecom software vendors. Yet stifling innovation in this key area of the value chain will relegate service providers to low-value transport pipes, relative to nimble innovators like Google. Is telecom software innovation really doomed? Will investors flee? Are Europe and North America in the same boat? How can we stop the madness?

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.

This service provider panel will focus at the different strategies and priorities used by operators in implementing convergent services in a highly competitive marketplace. Customer service seems to be high on everyone’s list. Panelists include: Telkom Caribe, Telkom South Africa, CBeyond and Telecom Argentina.