Bharat Book Bureau
It identifies business opportunities, points out the hype and the pitfalls, and will be of assistance in making the right business decisions.
This report provides high-level strategic analysis and forecasts of the NGN, FttN, FttH and VoIP and IPTV markets, as well as profiles on the key players in those markets. It identifies business opportunities, points out the hype and the pitfalls, and will be of assistance in making the right business decisions.
This report also includes:-
• Market Analysis 2007
• Statistical overviews of the various markets
• Overview of the major players in NGN, fibre networks, VoIP and IPTV
• Overview of projects in NGN, fibre networks, VoIP and IPTV
• FttH market analysis and analysis of the major FttN plans
• Overviews and analysis of the VoIP market
• The future of IPTV and web-based multimedia services
Executive Summary
A huge change is taking place in telecoms infrastructure, with the traditional telephone systems being replaced by an IP-based infrastructure. This will facilitate data communications and file transfers via networked computers. IP is now adapted for voice communications (VoIP) and most corporate users are on IP networks. However the true value of IP is that it is becoming the core of the next generation public networks (NGNs), facilitating not only integrated billing and CRMs, but also affordable triple-play business models that seamlessly integrate voice, data and video. NGN projects are very complex in nature, however, and because of this their progress remains slow.
In Australia Telstra has presented ambitious plans, both in relation to its networks and internal systems (the NGN project) and also in relation to the rollout of fibre networks. While there is a Mexican standoff between the government and Telstra on the regulatory issue, the incumbent simply can’t afford not to move towards its future. The pressure is also on Telstra, with other companies challenging it to build an alternative fibre network.
Eventually the fibre network will be extended to homes and businesses, but in most situations this can be done on a demand basis. However, there is room for competition here and we have seen some cities and communities taking a leadership role. But for the time being most FttH projects are in new housing developments rather than in brownfield markets.
Key highlights:
• NGN is a business strategy, a concept, that involves a range of technological elements, but as such is not a technology;
• Telstra is showing international leadership with a strong commitment towards its own NGN;
• Implementing NGNs is the most complex activity ever undertaken by the telco industry;
• Delays and part implementations will be unavoidable;
• Incumbent telcos are still driven by an underlying monopoly culture, this will make implementation unnecessary difficult;
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