Deregulation in the power utility and telecommunications sectors offers both opportunities and challenges to energy companies worldwide. With greater competition in the marketplace, energy firms are seeking ways to operate more efficiently, generate additional revenue, and enhance enterprise value. With recent regulatory changes, power utilities, transmission companies and distribution companies have the opportunity to leverage their traditional strengths in developing and perhaps commercializing their communications infrastructure. Business and technical decisions for critical telecommunications and networking DNV GL helps clients make effective and efficient business and technical decisions for critical telecom and networking infrastructure.
Get practical ideas and good models with dozens of examples of successful marketing plans with Sales and Marketing Pro. Finish your own Marketing Plan Mission Our mission is to be the provider of high value, high quality, convergent OSS solutions to telecom operators worldwide. These scalable solutions will have unparalleled support to ensure flexibility and to meet and exceed customer expectations.
The measurement of total available market is the compilation of the number of telecom operators that will replace their billing system and the number of new billing systems coming online telecommunication business plan template year.
Fifty percent of all billing systems are replaced on average every four years. With over 3, Tier 2 and Tier 3 telephone operators currently in operation, and a projected 1, new Tier 2 and Tier 3 operators coming online over five years, this means that over 4, billing systems will be needed in the next five years.
The post-paid CCB systems will be sold to the number of Tier 2 and Tier 3 operators listed above, specifically, new operators and those that are choosing to replace their current system. Prepaid IN systems have a much broader market opportunity given the small penetration of Prepaid IN in Tier 2 and 3 providers.
This growth, coupled with the fact Prepaid IN is an add-on, increases the number of new systems operators will purchase. In addition, the operator must support intelligent networking capability to support IN functionality over the long term to maintain competitive advantage. Very few of the Tier 2 and Tier 3 prepaid solutions today are IN based.
This means that the entire Tier 2 and Tier 3 operator base is a potential market for Prepaid IN over the next five years, with over 5, operators to be in operation by the year This strategy is based on two key elements: That telecom operators have a strong desire to purchase from a vendor with installations similar to their own, and; That larger CCB vendors are moving upscale to larger operators as they gain more experience and as IT resources continue to become scarce.
The primary market of this type of CCB vendors is Tier 1 operators. Using this install base to move up to the next band of subscribers within the GSM market; Leveraging GSM wireless experience to penetrate other wireless types in the same subscriber bands; Working with GSM operators to provide convergent services such as cable, Internet, and wireline, and therefore gaining experience in these disciplines.
This strategy currently puts OSS Telecom Technology in the Tier 3 less thansubscribers market, with each step carefully planned to be sure we do not overreach. It is key to this strategy to maintain all customers as long-term partners and referenceable sites.
We want to under-commit and over-deliver in each step of this strategy. By repeating this strategy, over a five-year period OSS Telecom Technology will offer a wide variety of convergent solutions to Tier 3 and then Tier 2 thousand to 1 million subscribers telecom operators.
With a large center of excellence in Asia, this was the first market to exploit. Asia and Europe are predominately GSM.
As a result, moving from Asia to Europe makes perfect sense. Latin America is expanding the installed base of GSM systems. In addition to Asia, the U. The priority of issues which drive the purchase decision for Tier 3 operators is slightly different than for Tier 1 operators. Understanding these priorities is key to developing the OSS Telecom Technology value proposition within its target market.
A list of drivers is given below to compare Tier 3 priorities against Tier 1 priorities as part of the selection criteria for selecting a vendor. OSS Telecom Technology's position relative to these drivers: OSS Telecom Technology will also maintain a robust product road map that is discussed and approved by vendors in a user group format.
While service offerings to Tier 3 operators from other CCB vendors are shrinking or too expensive, OSS Telecom Technology will offer a complete package of services at affordable prices. OSS Telecom Technology will strive to maintain a lead in the ability of the operator to easily add schemes and re-configure the system.
OSS Telecom Technology will continue to engineer scalability into its product. This will entail commitment to multi-rating engines and porting to more robust operating systems like UNIX.
OSS Telecom Technology will follow a stepped strategy to be sure we under-commit and over-deliver to our customers. This leaves a number of other CCB vendors which are targeting Tier 3 vendors.Click here to view this full business plan.
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Telecommunications Business Plan Executive Summary. The telecommunications revolution has arrived: Personal communications and unified messaging systems are at the vanguard of this technological phenomenon.
TELECOM BUSINESS PLAN - DEWITT 1. B U S I N E S S P L A N PROPRIETARY AND CONFIDENTIAL This Business Plan is presented for informational and evaluation purposes only. About this business plan. Telespace has introduced a personal telecommunications system that is available to deliver their communications anytime, anywhere.
OSS Telecom Technology telecommunications products business plan executive summary. OSS Telecom Technology is an established steel conglomerate which is now branching out into the telecommunications sector.
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This business plan is prepared at the request of the Director in response to Resolution The accessible design of products, services, and facilities.
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