Data Center Services
Data centers have begun to support areas such as virtualization, hosted applications, utility computing, business continuity and disaster recovery. With increased competition between carriers and integrators, deals will only be won on 'trust'. (10/21/2008)
Ethernet Services
Carrier Ethernet is increasingly a top priority for flexible and cost-effective data WAN services. Enterprise network service providers face a serious strategy rethink for evolving their legacy solutions to multiservice Ethernet platforms. (9/30/2008)
FMC
Fixed-mobile convergence (FMC) is inherent in the all-IP NGN infrastructure visions, but it hinges on better integration of the carrier infrastructure and development of stronger service portfolios that address organizational workflows. (10/1/2008)
IP Telephony
IP telephony is no longer about cost-savings, but a ‘strategic’ step for developing a UC strategy. The launch of OCS 2007 has excited, but also confused the market. Nevertheless, awareness is high and customers are listening. (6/13/2008)
IP-VPN
The roll out of new types of IP VPN services has slowed down as most carriers have broad enough portfolios for customers. The exception is virtual private LAN services (VPLS), an Ethernet Layer 2 VPN that major carriers are implementing in 2008. (11/11/2008)
Managed Security
MSSPs continue to expand their network-based “Clean Pipes” services to address new IDS/IPS threat scenarios and provide better identity management. Monitoring capabilities are becoming proactive to cover mobile devices, servers and applications. (7/2/2008)
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| What is in a Market Advisor |
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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. |
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| Page count: 5-7 pages |
| Publication date: Market Advisors are updated every six months. |
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| How a Current Analysis Market Advisor can help you |
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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 |
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Better understand the competitive landscape of your market |
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Get the latest on what events and trends are shaping a market |
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Make more informed investment decisions or recommendations |
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Compare players in a market |
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| Current Perspective |
Overall company assessment relative to competitors in the market. |
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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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| Tier |
Relative position of the competitor against other competitors. |
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Tier 1: Market leaders, at or near the top of market share, shape the direction of the market. |
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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. |
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Tier 3: Smaller competitors that are either at the bottom of the market share pool and/or are considered niche players only. |
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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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