Monetizing the NGN Investment: Market Prospects and Business Case for IMS and SDP Based Applications

Date: March 22, 2011
Pages: 225
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US$ 1,995.00
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Publisher: Mind Commerce Publishing LLC
Report type: Strategic Report
Delivery: E-mail Delivery (PDF)
ID: M7F66E91FB7EN
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Monetizing the NGN Investment: Market Prospects and Business Case for IMS and SDP Based Applications
Overview:

Next Generation Networks (NGN) promises a high quality end-user experience. Telecommunications service providers expect the NGN framework to provide them with tools that would ensure customer loyalty. However, the path towards achieving the ideal NGN is fraught with formidable challenges. The most critical challenge confronting operators is optimizing their OSS and BSS platforms, systems, and processes.

Deciding where to invest in NGN applications is difficult without key business case analysis. Planning NGN application deployment is difficult without insights into application value to customers, services blending opportunities, or strategies for services migration.

Two key elements of NGN are Service Delivery Platforms (SDP) and the IP Multimedia Subsystem (IMS) framework for service creation, delivery, and management. This report addresses the IMS and SDP ecosystem and value chain, applications, and provides a market forecast for 2011 through 2016.

The report also provides an overall business case analysis for IMS and SDP as well as a per-application assessment for major IMS based applications. Finally, the report provides specific recommendations for network operators, infrastructure providers, and application providers.

Key Benefits:
  • Market forecast from 2011 through 2016
  • Understand the business case for SDP and IMS
  • Identify the key applications within NGN environment
  • Identify services blending opportunities for various applications
  • Identify what VAS applications represent leading service opportunities
  • Understand how the mix of paid vs. unpaid services will evolve over time
  • Understand the changing role of end-user services and experience management
  • Identify the anticipated revenue opportunities for value-added service applications
  • Understand why some services will be subscription based while others will be on-demand or third party subsidized
  • Understand the evolution of value from bearer services to value-added service applications, content and information
  • Understand the role and importance of third parties in subsidizing services revenue and new content and applications

Audience:
  • System integrators will better ascertain the value of the market size for IMS and SDP
  • Application developers that need a better understanding of the economics from the operator and end-user perspective
  • Wireless and wireline operators will gain insights into the value provided by IMS and SDP and the implications to their business
  • Telecom network infrastructure vendors will assess the importance of establishing or maintaining their presence among IMS and SDP stakeholders
1. EXECUTIVE SUMMARY

2. CURRENT LANDSCAPE OF IMS AND SDP

2.1. IMS
  2.1.1. IMS Components
2.2. SDP
  2.2.1. Definition
  2.2.2. Evolution
  2.2.3. Benefits of SDP
2.3. SOA
  2.3.1. Definition
  2.3.2. Evolution
2.4. IMS and SDP Ecosystem and Value Chain
  2.4.1. Vendors
  2.4.2. Operators
  2.4.3. Content and Application Providers
2.5. Re-evaluating the Market Drivers for SDP and IMS
  2.5.1. IMS Supports the Drive to a Next Generation Network (NGN)
  2.5.2. Application Control: Central Control of IP based Services
  2.5.3. Market Driver: Need for More Revenue and Better Margins
  2.5.4. Market Driver: Capital Savings
  2.5.5. Market Driver: New Revenue Opportunities
  2.5.6. Market Driver: Targeted Offerings and Premium Services
  2.5.7. Market and Technology Driver: Operational Cost Savings
  2.5.8. Market Driver: Service Creation and Delivery
  2.5.9. Market and Technology Driver: Convergence Driving IMS
  2.5.10. Operational Driver: Evolving to an Integrated Network58
  2.5.11. Turning Point in Telecom is Good for IMS

3. IMS AND SDP APPLICATIONS

3.1. Application Descriptions and Value Proposition
  3.1.1. Services Capability Interaction
  3.1.2. Presence
  3.1.3. Dynamic Address Book
  3.1.4. Personalized Communications and Information
  3.1.5. Universal Prepay
  3.1.6. Consumer and Business Voice Services
  3.1.7. Rich Calls
  3.1.8. Video Calls
  3.1.9. Messaging
  3.1.10. Unified Communications
  3.1.11. Push-to-X
  3.1.12. Wireless-Wireline Convergence
  3.1.13. Entertainment
  3.1.14. Video on Demand
  3.1.15. Community of Interest Communications121
  3.1.16. Augmented Reality
  3.1.17. Customer Relationship Management (CRM)
  3.1.18. Dispatch, Tele-workers and Remote Workforce125
  3.1.19. Identity Protection
  3.1.20. Universal Billing
  3.1.21. Social Networking
  3.1.22. Services Blending
  3.1.23. IMS and Advertising
3.2. Application Feature/Functionality Analysis
  3.2.1. Quality of Service (QoS) and Resource Allocation Critical
  3.2.2. Communications Integration
  3.2.3. Premium Services
  3.2.4. New Services Delivery Model

4. MARKET OUTLOOK AND FORECAST

4.1. SDP Forecasts
  4.1.1. Markets for SDP Solutions135
  4.1.2. Functional Break-up of SDP Solutions Revenue
  4.1.3. Mediawise Break-up of SDP Solutions Revenue
  4.1.4. Geographical Break-up of Mediawise SDP Solutions Revenues
  4.1.5. Markets for SOA Platforms145
4.2. IMS Forecasts
  4.2.1. Overall Metrics
  4.2.2. Video Telephony
  4.2.3. Unified Messaging
  4.2.4. PTT
  4.2.5. Wireless Wireline Convergence
  4.2.6. Online Gaming
  4.2.7. Video on Demand
4.3. Outlook by Region
4.4. Outlook by Operator Type
4.5. Outlook by Application
4.6. New Business Opportunities

5. BUSINESS CASE ANALYSIS

5.1. Overall Business Case Portfolio
  5.1.1. Application Monetization Categories
  5.1.2. Revenue Inputs to the Business Case
5.2. Key Application Trends
5.3. Application Business Cases
  5.3.1. Presence
  5.3.2. Dynamic Address Book
  5.3.3. Personalized Communications and Information
  5.3.4. Universal Prepay
  5.3.5. Consumer and Business Voice Services
  5.3.6. Rich Calls
  5.3.7. Video Calls
  5.3.8. Messaging
  5.3.9. Unified Communications
  5.3.10. Push-to-X
  5.3.11. Wireless-Wireline Convergence
  5.3.12. Entertainment
  5.3.13. Video on Demand
  5.3.14. Community of Interest Communications191
  5.3.15. Augmented Reality
  5.3.16. Customer Relationship Management (CRM)
  5.3.17. Remote Workforce, Tele-worker and Dispatch
  5.3.18. Identity Protection
  5.3.19. Universal Billing
  5.3.20. Social Networking
  5.3.21. Services Blending
  5.3.22. Advertising

6. SUMMARY AND RECOMMENDATIONS

6.1. Overall Recommendations
6.2. Operator Recommendations
  6.2.1. New Applications, Features, and Development Approaches
  6.2.2. Network Management and Operations Issues
  6.2.3. Operator Interviewee Analysis
  6.2.4. Challenges of IMS Rollout203
  6.2.5. Customer Control
6.3. Infrastructure Recommendations206
  6.3.1. Supplier Interviewee Analysis
  6.3.2. Service Creation Management (SCM) and IMS210
6.4. Application Provider Recommendations211
  6.4.1. IMS and Third-party Applications
  6.4.2. IMS Changes to the Service Creation Paradigm
  6.4.3. The Emerging Virtual Network Operator (VNO)213

7. APPENDIX

7.1. Technical Overview of IMS and SDP
  7.1.1. SDP Architecture
  7.1.2. SDP and OSS/BSS217
  7.1.3. IP Multimedia Subsystem (IMS)
  7.1.4. Technologies Supporting IMS
    7.1.4.1. IMS and SIP
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Monetizing the NGN Investment: Market Prospects and Business Case for IMS and SDP Based Applications
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