Alcatel-Lucent
Alcatel-Lucent continues to execute on its WiMAX strategy and strong fixed-line assets should be a clear strength going forward. With CDMA2000 slowly contracting and a trailing WCDMA position, corporate issues could still derail this progress. (7/16/2008)

Price: $495

Cisco
Cisco is not immediately identifiable as a wireless heavyweight. As IP becomes a bigger part of wireless networks, however, Cisco could benefit – though a loss of partners in the mobile core and questionable commitment to WiFi mesh is worrying. (6/9/2008)

Price: $495

Ericsson
Ericsson has established itself as one of the market’s strongest wireless vendors. Yet, as the Swedish vendor grapples with flattish revenues, Chinese competitors are registering sales growth, which suggests some opportunities are going untapped. (7/15/2008)

Price: $495

Huawei
Huawei has quickly proven its mettle as a fierce wireless competitor, racking up solid momentum with Tier 1 operators and small players alike. Yet, as competitors move aggressively on IP and platform reuse, Huawei’s marketing looks less unique. (5/13/2008)

Price: $495

Motorola
A separation bodes well for Motorola’s networks business, bringing more focused resources for a winning WiMAX strategy. Yet, the separation is elusive and a dismal mobile device business overshadows any positive moves toward being a 4G leader. (7/10/2008)

Price: $495

Nokia Siemens Networks
NSN celebrates its one year anniversary with a healthier financial outlook, strong support for its LTE offering and strategic acquisitions. Unfortunately, momentum in 3G and LTE does not seem to translate into growth with WiMAX. (5/27/2008)

Price: $495

Nortel
WiMAX and CDMA wins contribute to Nortel’s continued profitability but laggard GSM/UMTS dampens the enthusiasm. Yet, an evolved EDGE offering and wins involving its MSC Server indicates a commitment to 2G - if only as a transition to 4G. (5/7/2008)

Price: $495

Samsung
Momentum beyond Sprint shows that Samsung is a strong WiMAX player. Yet, a nascent market suggests it must extend its 4G strategy. Adding network support for LTE coupled with support from its strong device business could provide it an edge. (6/10/2008)

Price: $495

UTStarcom
UTStarcom is not a major 2G or 3G player, and an inability to file financial statements since last year suggests serious problems. A focus on FMC and niche markets, however, represents a smart way to build momentum. (7/24/2007)

Price: $495

ZTE
After three years (2004 – 2006) of roughly stagnant revenues, 2007 was a banner year for ZTE. The company credits CDMA2000 and GSM sales for its success, but relying on highly competitive, mature markets could be risky in the long-term. (5/8/2008)

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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