Business Network Services - U.S.
Competitive carriers have consolidated, with many major players now held privately or by a key investor. The rising threat to incumbents now are cable providers, collectively aiming to take over billions of dollars in domestic business services. (8/22/2008)
ATM
Despite the higher growth rates for MPLS-based services, ATM still plays an important role in large enterprise networks due to its multiple QoS classes backed up with real-time SLAs, as well as transparent service interworking with frame relay. (10/3/2008)
Broadband: DSL & Cable
Broadband access is a critical communications component for home office workers and small businesses. While DSL and cable modem services are used mostly by residential users with the lure of cheap rates, small business can also reap the benefits. (7/1/2008)
Business Voice
The way that businesses communicate is changing as traditional voice services give way to VoIP, wireless, email and presence. Small businesses as well as large enterprises have a range of options to meet their communications requirements. (9/19/2008)
Ethernet Services
Carrier Ethernet services continue to grow at a fast pace, with some major carriers reporting growth rates of 50% to 100% per year. In particular, the use of Ethernet over copper has continued to spread among ILECs and competitive carriers alike. (6/2/2008)
Frame Relay
Frame relay ranks as one of the most successful data services ever developed, and the massive installed base of ports and PVCs mean it will be around for years to come, even as most enterprise customers are switching to MPLS and VPLS VPN services. (10/3/2008)
IP-VPN
IP VPNs continue to dominate the business networking field. Meanwhile, VPLS and Layer 2 IP-powered bandwidth services are spreading in carrier availability, with AT&T and Qwest gearing up to release new capabilities in the field. (7/28/2008)
Managed WAN Services
Managed WAN services are about more than just the carrier network and CPE. They are about providing the customer with a holistic way of off-loading complex networks to save headcount costs while improving uptimes. (10/7/2008)
| Price: $495 |
 |
|
| Client Access | |
|
Optical Transport Services
Reconfigurable add/drop multiplexers (ROADMs) and mesh topologies figure prominently among optical transport service providers, but competitors still find it easier to drive down costs than to get clients hooked on the value of dynamic transport. (5/28/2008)
Top
| Purchase Reports Online |
| Purchasing and downloading reports online is quick and easy. |
| 1. |
Review the license agreement prepared by our lawyers.
The license grants rights to a single user for internal business or personal use only. Please contact us regarding licenses for enterprise-wide use, external use, and reprint rights. |
| 2. |
Select the reports you wish to purchase by clicking the "Purchase" button just below the report name and description. |
| 3. |
Follow the checkout steps on our secure e-commerce site.
|
| 4. |
Once your credit card is confirmed, you can download the reports.
 |
Reports are in a PDF format. We recommend you view the reports with the latest version of Adobe Acrobat Reader |
|
|
 |
Contact Information
Email:
|
|
Top
| What is in a Market Advisor |
|
Updated every six months, Market Advisors provide a unique tactical look at the competitive landscape in a market, and the events and trends that are shaping it. |
The Market Definition section gives you a quick, but thorough description of the market segment and what types of products and services are included. |
In their Market Review, our analysts identify the most significant events shaping a market including:
• Product rollouts
• New service offerings
• Significant M&A activity
• Corporate announcements
• Regulatory events such as FCC rulings
• Impact of court judgments |
You will read what will be responsible for growth and decline in the Near-Term Market Drivers section, including analysis of the prospective impact of events. |
| Continuing in the Long-Term Market Driver section, the focus is on competitive, technological, and customer issues. What features will customers (e.g., service providers, enterprises, consumers) require in the future, and how that impact the market. |
In the Market Ratings table (see metrics used below), you get an at a glance look at the players in a market, and how each compares to their competitors in key areas. |
|
| Page count: 5-7 pages |
| Publication date: Market Advisors are updated every six months. |
|
|
| How a Current Analysis Market Advisor can help you |
| ► |
Get analysis that goes beyond typical market forecast, market size and market share estimates, to examine overall trends and how competitors are shaping the market |
| ► |
Better understand the competitive landscape of your market |
| ► |
Get the latest on what events and trends are shaping a market |
| ► |
Make more informed investment decisions or recommendations |
| ► |
Compare players in a market |
|
|
|
Top
|
| Current Perspective |
Overall company assessment relative to competitors in the market. |
| ► |
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) |
| ► |
Positive: Positive opinion on firm, technology, products/services and/or management team. Well-positioned now and could be strong competitor in the near future. |
| ► |
Neutral: No strong opinions regarding the company. Can occupy niche or segment that is relatively stable. |
| ► |
Negative: Losing ground in multiple areas, must take corrective actions immediately in order to prevent total failure (e.g., bankruptcy). |
| ► |
Very Negative: Decreasing sales, slipping market share, delayed product or services cycles. Can’t overcome current problems within the next 12 months. |
|
| Tier |
Relative position of the competitor against other competitors. |
| ► |
Tier 1: Market leaders, at or near the top of market share, shape the direction of the market. |
| ► |
Tier 2: Challengers to the top tier; those that have the ability to get to the top tier if they execute properly but lack market share at this time to be considered a dominating vendor. |
| ► |
Tier 3: Smaller competitors that are either at the bottom of the market share pool and/or are considered niche players only. |
|
| Status |
Relative position of the company against its competitors. |
| ► |
Mature: In business long enough to have legacy product/ service base, and stable customer base. |
| ► |
Established: Stable product and/or service base – and stable customer base – can survive market turmoil. |
| ► |
Emerging: Delivering actual product but still a relatively small player in the market. |
| ► |
Startup: Pre-product or service. |
|
| Momentum |
General direction of the company relative to others in the industry. |
| ► |
Very Positive: Quickly establishing a market-leading position in both sales and industry-buzz. |
| ► |
Positive: Gaining market share, gaining positive perception among market watchers (investors, customers). |
| ► |
Neutral: Holding steady, no real gain or decline in market movement. |
| ► |
Negative: Beginning to lose market share and market leadership (perceived or actual). |
| ► |
Very Negative: Steep decline in market share or industry leadership (perceived or actual). |
|
| Future Vision |
How well the company understands the direction of the market, including customer requirements, business and social changes and innovation. |
| ► |
Very Positive: When company talks, market listens carefully. Offers innovations consistently and management team respected for ability to shape markets. |
| ► |
Positive: Clearly communicates overall vision and plans for the market, occasionally offers ground-breaking direction to the overall market. |
| ► |
Neutral: Neither market leader nor follower, company’s communication of vision is uninspiring. |
| ► |
Negative: Poor communication and/or execution of strategic vision. Changes “vision story” frequently, appears indecisive on how to approach market(s). |
| ► |
Very Negative: Consistently follows the market leaders, fails to communicate strategic vision, very little understanding of customer and market requirements. |
|
Top
|
|