Alcatel-Lucent
As the company overall continues to struggle financially in 2008 (and recently announced the resignation of its CEO), Alcatel-Lucent’s Services group has been a notable bright spot, delivering year over year growth for five straight quarters. (8/14/2008)
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| Price: $495 |
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Cisco
Cisco’s services revenue from enterprises and service provider customers continues to grow faster than other product areas, with newer, advanced services from the still-evolving portfolio growing the fastest. (9/8/2008)
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| Price: $495 |
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Ericsson
Ericsson’s market leadership in services continues, despite growing competition. The central position occupied by Ericsson Global Services in the company’s overall structure ensures that it is not distracted from pursuing its successful strategy. (8/20/2008)
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| Price: $495 |
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Huawei
Huawei started offering professional services globally in 2006, but it still needs to develop compelling offerings while building scale in order to compete. In services, a vendor’s track record is key, placing Huawei at a near- term disadvantage. (7/18/2008)
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| Price: $495 |
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Motorola
Motorola’s services business has demonstrated strong traction in certain segments, but as the market develops, it could become vulnerable to competitors with greater scale and broader geographic spread. (8/21/2008)
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| Price: $495 |
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Nokia Siemens Networks
NSN is launching new offers and positioning itself as a more balanced supplier of services for converged operators than competitors. A contact with EMBARQ in North America positions it to deliver operations-related services throughout the region. (8/19/2008)
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| Price: $495 |
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Nortel
Nortel’s services sales declined slightly in 2007, despite quarterly growth early in the year. The company’s lingering services portfolio confusion and shifting customer segment strategies may have contributed to the lack of growth (4/24/2008)
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| Price: $495 |
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- Sections
- -Company Description
- -Current Perspective
- -Company Market/Sales Strategy
- -Company Strength
- -Company Weaknesses
- -Recommended Competitor Action
- -Recommended End User/Customer Actions
Page count: 5-6 pages
- Publication date: See date at end of summary.
Reports are updated three times a year
Description of Sections
- Company Description
- Up-to-date look at what markets the company competes in and what it brings to those markets. Coverage includes: main product lines, important partnerships, key clients, recent sales wins.
- Current Perspective
- Our analysts give their assessment on whether or not the company has the technology, products & services and management team needed to compete in its markets.
- Company Market/Sales Strategy
- What are the company’s value proposition and key differentiators. How it positions itself in the market, and against its competitors. And what are its target audiences.
- Company Strengths & Weaknesses
- Unique tactical competitive analysis based on the specific tactics that a company is using, and in-depth analysis of its products and capabilities
- Recommended Competitor Actions
- Who are the company's main competitors, and what actions we can expect from each competitor or the market at large.
- Recommended End User/Customer Actions
- How customers (either end users or purchasers of this product for resale/bundling) should view the company. Should customers consider purchasing products/services from this company? What specific actions or questions should the customer pursue during negotiation phase?
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| Current Perspective |
Overall company assessment relative to competitors across all markets in which they compete. |
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Very Positive: Company has strong position now, or on way to certain success if continue to execute as planned. Leader in multiple areas (e.g., product quality, market share, distribution channels, lower cost) |
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Positive: Positive opinion on firm, technology, products/services and/or management team. Well-positioned now and could be strong competitor in the near future. |
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Neutral: No strong opinions regarding the company. Can occupy niche or segment that is relatively stable. |
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Negative: Losing ground in multiple areas, must take corrective actions immediately in order to prevent total failure (e.g., bankruptcy). |
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Very Negative: Decreasing sales, slipping market share, delayed product or services cycles. Can’t overcome current problems within the next 12 months. |
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| Status |
Relative position of the company against its competitors. |
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Mature: In business long enough to have legacy product/ service base, and stable customer base. |
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Established: Stable product and/or service base – and stable customer base – can survive market turmoil. |
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Emerging: Delivering actual product but still a relatively small player in the market. |
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Startup: Pre-product or service. |
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| Momentum |
General direction of the company relative to others in the industry. |
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Very Positive: Quickly establishing a market-leading position in both sales and industry-buzz. |
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Positive: Gaining market share, gaining positive perception among market watchers (investors, customers). |
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Neutral: Holding steady, no real gain or decline in market movement. |
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Negative: Beginning to lose market share and market leadership (perceived or actual). |
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Very Negative: Steep decline in market share or industry leadership (perceived or actual). |
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| Future Vision |
How well the company understands the direction of the market, including customer requirements, business and social changes and innovation. |
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Very Positive: When company talks, market listens carefully. Offers innovations consistently and management team respected for ability to shape markets. |
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Positive: Clearly communicates overall vision and plans for the market, occasionally offers ground-breaking direction to the overall market. |
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Neutral: Neither market leader nor follower, company’s communication of vision is uninspiring. |
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Negative: Poor communication and/or execution of strategic vision. Changes “vision story” frequently, appears indecisive on how to approach market(s). |
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Very Negative: Consistently follows the market leaders, fails to communicate strategic vision, very little understanding of customer and market requirements. |
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