Tail-f OSSBSS 10 to Watch 2012 Excerpt

8/3/2019 Tail-f OSSBSS 10 to Watch 2012 Excerpt

http://slidepdf.com/reader/full/tail-f-ossbss-10-to-watch-2012-excerpt 1/10

Report Title – size and osition tex ox to c p t b enterReport Title in the blue bar

An Excerpt from Making Innovation Matter –

Global OSS/BSS 10 to Watch in 2012

OSS/BSS Global Competitive Strategies Volume 13, Number 02

Analytics, Customer Experience & Marketin Volume 2, Number 01

Stratecast Analysis by

Nancee Ruzicka

Jeff Cotrupe

Karl Whitelock

January 2012



OSSCS 13-02/ACEM 2-01, January 2012 © Stratecast | Frost & Sullivan, 2012 Page 3

Making Innovation Matter–Global OSS/BSS 10 to Watch in 2012

Table of Contents

Table of Contents ................................................................................................ 3 Executive Summary ............................................................................................ 4Introduction ........................................................................................................ 5

The Times They Are A-Changin’ ........................................................................ 6 What We’re Watching For ................................................................................... 7 Global OSS/BSS Rat Pack – 10 to Watch in 2012 ............................................... 8

Aito Technologies (Customer Experience Analytics)

Avvasi (OTT Video QoE and Service Assurance)IneoQuest (Video Service Assurance and Viewer Experience Management)

MetraTech (Agreements-Based Billing)

Openet (Mediation and Policy-Enabled Rating & Charging)

Orga Systems (Real-Time Charging, Billing and Financial Management)SaskTel International (End-to-End Fulfillment, Trouble Management)SevOne (Unified Performance Management)Tail-f Systems (Network Configuration Management) ................................... 8

VSS Monitoring (Network Intelligence Optimization)

The Last Word ................................................................................................... 10




Making Innovation Matter–Global OSS/BSS 10 to Watch in 2012

Executive SummaryReliance on IT and networks by businesses and individuals is becoming absolute—like power, wateror transportation. The sustainability of entire organizations is now just as dependent on softwareand infrastructure as it is on people and product. Network technology has crossed the thresholdfrom being value-added to mission-critical. Mass market development of advanced communicationtechnology makes broadband network access nearly ubiquitous. Innovation enables volumeproduction and deployment of technology thereby lowering the price, increasing demand, andimproving access.

To that end, Communication Service Providers (CSPs), IT systems integrators (SIs), and theOSS/BSS vendors that support them must also look beyond their own walls to deliver the bestpossible outcomes for their customers, regardless of technology or approach. Closed, proprietary solutions that require large replacement projects and/or extensive integration are out. Innovativesolutions that solve urgent problems while quickly integrating with existing OSS/BSS, ITinfrastructure, and data are in. Open and innovative network, OSS/BSS, cloud, and delivery architectures will be the key to deploying and delivering global communication capacity andproducts that are secure, reliable, available, and cost effective.

Large OSS/BSS competitors are trusted by CSPs, and provide much-needed professional services inaddition to OSS/BSS solutions, but CSPs, like most businesses, demand a measure of vendordiversity. While CSPs need the platforms and support offered by large vendors, they remain intenton avoiding integration and development costs. The downside is a loss of control and the potentialstifling of innovation. Acquiring innovation isn’t the same as creating it, and large vendors often

innovate at the platform level and do not necessarily address specific OSS/BSS functionaldeficiencies. Vendors, like those included on previous and current 10 to Watch lists are solving specific problems with unique technologies and approaches that are typically complimentary to,rather than competitive with, offerings from large OSS/BSS vendors.

The business model for CSPs is changing. It demands flexibility and acuity rather than rigidarchitectures and constructs. Whether targeted toward cost reduction and reduced cost of ownership, or customer retention and revenue generation, it is innovation that enables CSPs todefine and deliver new communication products and remain competitive in a challenging economy. The suppliers described in this report present the market with a host of innovative new conceptsand capabilities.

While size has its advantages, the solution for many emerging OSS/BSS vendors is to work with

large vendors to deliver their products into existing CSP platforms, and leverage the professionalservices organizations established by those vendors to create global reach and support.Interoperability, an important characteristic of a 10 to Watch company, ensures a place at the table,albeit potentially one level removed from the customer. Once installed, however, the openness of their solutions allows 10 to Watch vendors to sell directly into the CSP organization and extendtheir presence.




Introduction1

Increased competition and the challenging economics of delivering and supporting the explosion of data traffic are forcing CSPs everywhere to contemplate their fundamental business models. There

are no templates for what the CSP of the future should look like, but the vast majority of CSPs arecertain they need to change. The business and cultural transformation that must occur in CSPbusinesses revolves around customers and products. That means taking 100 years of experience,harvesting the important lessons and moving forward with new business and operating models. Thealternative is the utility model; and, while that may work for some CSPs, most would not survive.

The quality of the product, support, devices, applications, activation, billing, changes, website, andevery other aspect of users’ experiences will contribute to their decision to stay with a CSP or churn. Transformation for CSPs is about the customer. Transformation is an expensive, painful and time-consuming effort, which ultimately results in a new business culture. Cultural change takes time andconstant reinforcement of consistent messages. The necessary changes will not happen overnight,but CSP transformation is happening.

As transformation proceeds, there are three fundamental truths that CSPs can no longer ignore.

1. All traffic is data.

2. Selection and quality of devices, applications, and support are the only metrics that matter.

3. The status quo is unsustainable.

There are a number of CSPs that are divorcing the network from the products being delivered,because they recognize that—as critical infrastructure—network plumbing will ultimately be evenmore regulated than it is now, and the costs to deploy and operate redundant infrastructure make aninfrastructure-only strategy unprofitable. In addition, the ability of CSPs to compete at a retail level,either by bundling connectivity with devices or selling applications, is stymied by carrying the burden

and expense of infrastructure when competitors such as Google and Amazon do not. So, change will come, and embracing transformation and its importance to the industry will smooth thetransition.

Transformation requires innovation. However, unlike transformation which is a once-in-a-generation reordering of the business, innovation must be an everyday occurrence and an importantpart of corporate DNA. Innovative business models, revenue sharing, partnerships, operations, andsystems are all important to the viability and profitability of this industry going forward. CSPs arenot the only businesses that are transforming—the entire industry, including network vendors,OSS/BSS solution suppliers, investors and consultants must embrace innovation and define theirroles in the new connected economy.

The ten companies that Stratecast has chosen as its 10 to Watch in 2012 represent the practicalapplication of innovation to transformation, and are delivering proven products that enable CSPs todifferentiate their businesses and, most importantly, their approach to delivering quality productsand exceptional customer support.

1 Please note that the insights and opinions expressed in this assessment are those of Stratecast and have been developedthrough the Stratecast research and analysis process. These expressed insights and opinions do not necessarily reflect the views of the company executives interviewed.




The Times They Are A-Changin’2

As CSPs worldwide engage with a new set of competitors, face a challenging economy, and attemptto master intensifying network and service complexity, they face operational challenges beyond any

that most have ever experienced. CSPs are examining business and operational processes, andlooking for ways to become more flexible, efficient, and responsive to customer needs. Approaching this challenge, CSPs have clear objectives:

Capture the Customer – More than ever before CSPs are focused on creating a simple,reliable, accurate, and unique customer experience. Regardless of the corporate structure,processes must be seamless to the customer. In this customer-facing world, there are nosilos; there are no disparate systems; there are no competing sales forces—there are only customers and their needs.

Stand Out – With competitive pressures mounting, new revenue opportunities must takeshape through advances in network technology, convergence of those technologies, and

integration of content and capacity from external suppliers. Products are more complex andoperations more challenging. Efficient, interoperable OSS/BSS are needed to enable CSPsto better combine services, features, equipment, and content at the most granular level tomeet market demand.

Leverage Existing Assets and Data – CSPs must leverage and monetize billions of dollarsin network, OSS/BSS, and IT infrastructure expenditures. That means making dataaccessible and searchable by multiple work groups, while keeping it current and consistent.Improvements in customer care; real-time balance management and usage controls;discovery of stranded assets; targeted marketing and advertising; network optimization; andenabling self-care are just a few ways to better utilize and monetize existing assets and data.

Reduce Costs – Growth in the number and variety of network and service elements,content partnerships, and the predicted growth in customer usage (particularly in mobiledata services), is adding to the CSP’s already formidable challenge to keep costs in line without affecting customer service quality, innovation or time-to-market. OSS/BSStransformation projects that automate processes, consolidate systems and data, establishcommon information models and interfaces, and implement sophisticated policies andcontrols are reducing costs.

Innovate – Traditional CSPs continue to shift their approach to serving a broader market.Competition from cable MSOs, MVNOs and ISPs was only the beginning. The stakes areever higher now, as media/entertainment companies, equipment manufacturers, retailers,outsourcers and X-Factor companies offer services in ways that blur the definition of a CSP.

Regardless of the type of CSP, the quality and variety of services and support delivered tocustomers becomes the ultimate differentiator, and OSS/BSS innovation will lead the way.

Enable New Business Models – Many CSPs are in the process of becoming enablers. CSPprofessional services groups are defining ways to help business customers in numerousindustries define and implement connected applications. In addition to CSPs, enablers canbe system integrators or managed services providers that bring together infrastructure,connectivity, and applications to deliver a product for business customers to use or resell.

2 Bob Dylan.




CSPs no longer own the customer because customer connections are no longer distinct or unique.Customers are driven to buy based on device and application choice rather than network loyalty; anddriven away by inadequate offerings, inflexible product and

pricing plans, inaccurate activation, poor performance andincompetent support. The innovations of the past several yearsallow CSPs to evolve from traditional suppliers of separate,network-dependent services into competitive retailers andenablers of connected applications running over convergednetworks.

CSPs no longer own the customer because customer connections are no longer distinct or unique.

What We’re Watching For

10 to Watch companies have developed innovative solutions that address current and business-critical objectives. These companies are not start-ups, but rather have established their companies

and proven their solutions as a result of customer installations. Characteristics of a Stratecast 10 to Watch company are:

Market Savvy – To match the market reputation of larger, more entrenched vendors, 10 to Watch companies must establish buzz and a viral reputation. Due to their small size,partnership development, sales leadership, and marketing communications functions areoften the responsibility of a small group of individuals. These individuals are well-connectedin industry and financial circles, well-spoken, and often have solid technical knowledge of both CSP business problems and their technical solutions.

Well-defined, Clearly Differentiated Product Offering – 10 to Watch companies offerproducts that are not just technically differentiated but often unique in the marketplace. Thesolutions target a specific CSP pain point, provide ease-of-use, appeal to a specific customeraudience, and deliver both optimization and differentiation.

Agile – These vendors are attentive to market issues and understand trends relative to bothCSP needs and the vendor competitive landscape. Company executives are constantly inmeetings and on the road talking with current or potential partners, customers, salesprospects, analysts, and consultants. Using this radar, 10 to Watch vendors can also boastthe ability to recognize patterns of unmet CSP needs, and rapidly translate thoseopportunities into strategic and marketing initiatives.

A Culture of Innovation – A 10 to Watch company must be innovative. Most havefundamentally changed their strategic approach to the market several times in an effort tomeet on-going customer business requirements. Getting the business model story right the

first time is simply not an option at the speed of CSP change today. Instead, these emerging suppliers rely on their leadership to recognize trends or impending market changes and thenadjust to meet those conditions.

10 to Watch status does not excuse these new players from the usual requirements that CSPs placeon their vendors including:

Carrier-class scalability

Product reliability




Interoperability

Financial stability

Ongoing research and development Partnerships for pre-integration and global support

For vendors new to the telecom sector, there is also the expectation that they will possess thenecessary resources, partnerships, and knowledge of the industry required to integrate their products with existing OSS/BSS solutions and customer/network data.

Global OSS/BSS Rat Pack – 10 to Watch in 2012

In this section we briefly profile a number of companies that have come to our attention as fitting the 10 to Watch model. The list is not comprehensive, and future reports will profile additional

innovative companies as they emerge in the market. These companies are either experiencing success in the converging communications market with Tier 1, 2, and 3 CSPs or have assembled theingredients for success, individually and/or teamed with other suppliers.

Tail-f Systems (Network Configuration Management)

Based in Stockholm, Sweden, Tail-f was founded in 2005 to buildconfiguration management software and network automation solutions fornetwork equipment providers (NEPs) and CSPs. In the years since, Tail-f has grown rapidly and become profitable by delivering tools that enablerapid development of network management systems.

For NEPs, the challenge is to rapidly develop management platforms that are compatible withproprietary network equipment, while being open enough to integrate either directly with externalEMS and OSS or via another orchestration layer. Tail-f addresses these requirements with ConfD,for development of on-device management systems, and Network Configuration Server (NCS),for developing or extending EMS platforms. Both products enable developers to build systems withsupport for carrier-grade features, including automated configuration management, transactionmanagement, high availability and scalability to large networks. ConfD and NCS share a model-driven development architecture enabling multiple management interfaces (SNMP, CLI,NETCONF, Web UI) to be rapidly developed from a single data model.

NCS was introduced in 2010, as a software platform to develop automated service provisioning anddevice configuration systems. The rapid development of EMS platforms for NEPs is one

application of NCS. NCS also enables CSPs to efficiently and reliably configure large networks,replacing the use of less reliable ad hoc scripting tools and manual processes. Strategically, NCSprovides CSPs with a framework to build automated provisioning systems that reduce activationdelays and configuration errors that result in network failures and inventory inaccuracies. NCScapabilities include:

Single user interface to view and configure all devices in a multi-vendor network

Fail-safe transaction management

Zero-code integration with Cisco, Juniper and SNMP-based elements




Service manager and device manager share a common modeling language and database

Full synchronization between network and inventory views

The Tail-f zero-code solution was announced in 2011. The model-driven solution requires nomanual programming or configuration, reducing provisioning time and errors. To simplify, align,deliver, and manage customers and communication products across multiple infrastructure andservice silos, CSPs require orchestration. Creating interoperability that enables flow-throughprovisioning or automated configuration of new products and features by CSRs or throughcustomer self-service currently requires infrastructure orchestration.

In the absence of a single common element interface, an orchestration layer such as Tail-f NCSenables a common interface to multiple networks, OSS/BSS, third party providers, and customers. Tail-f currently names more than 60 customers worldwide, including seven of the ten largest NEPs. Tail-f regularly contributes to multiple standards efforts and recently completed a second round of funding valued at roughly $4 million to accelerate further growth.





About StratecastStratecast collaborates with our clients to reach smart business decisions in the rapidly evolving and hyper-competitive Information and Communications Technology markets. Leveraging a mix of action-orientedsubscription research and customized consulting engagements, Stratecast delivers knowledge and perspectivethat is only attainable through years of real-world experience in an industry where customers arecollaborators; today’s partners are tomorrow’s competitors; and agility and innovation are essential elementsfor success. Contact your Stratecast Account Executive to engage our experience to assist you in attaining your growth objectives.

Frost & Sullivan, the Growth Partnership Company, partners with clients to accelerate their growth. Thecompany's TEAM Research, Growth Consulting, and Growth Team Membership™ empower clients tocreate a growth-focused culture that generates, evaluates, and implements effective growth strategies. Frost &Sullivan employs over 50 years of experience in partnering with Global 1000 companies, emerging businesses,and the investment community from more than 40 offices on six continents. For more information aboutFrost & Sullivan’s Growth Partnership Services, visit http://www.frost.com.

About Frost & Sullivan


For more information visit www stratecast com dial 877-463-7678 or email inquiries@stratecast com

CONTACT US

Documents

Tail-f OSSBSS 10 to Watch 2012 Excerpt