Enabling new business models
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Enabling new business models. Ahmed Guetari CTO, Service Providers EMEA. Juniper Networks Barcelona, Nov 22 nd 2010. 5. customer economic business model. Worldwide internet traffic, 1990-2020 PB/month. # of Connections. Machine To Machine?. 180,000 160,000 140,000 120,000

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Enabling new business models

Enabling new business models

Ahmed Guetari

CTO, Service Providers EMEA. Juniper Networks

Barcelona, Nov 22nd 2010


Customer economic business model

5

customer economic business model

Worldwide internet traffic, 1990-2020 PB/month

# of Connections

Machine ToMachine?

180,000

160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

Forecast Model

+27%

2008-2020CAGR

17x Growth2008-2020

+32%

Video

WWW is born

Digital decade

+20%

Non-video

1990

1993

1996

1999

2002

2005

2008

2011

2014

2017

2021

Source: Juniper, Cisco, MINTS


Working together on customer economic business

Working together on customer economic business

Worldwide service provider revenue vs. investments with innovation, 2003-2009 $ in USD Billion

Worldwide service provider revenue vs. investments with innovation, 2003-2020 $ in USD Billion

$1,500

Forecast Model

$500

$1,250

$400

$1,000

Revenue

$750

$300

$500

Investment

$200

$250

$100

2003

2003

2005

2004

2007

2005

2009

2011

2006

2013

2007

2015

2008

2017

2009

2019

Historical Revenue from Internet

Historical Investment in Internet

Forecasted Revenue from Internet

Forecasted Investment in Internet

Source: Juniper, Cisco, MINTS, Infonetics


What s at stake service provider relevance to customer

WHAT’S AT STAKE:Service Provider Relevance to Customer

  • New Services:

  • Home networking

  • Video streamingand download

  • Targeted onlinead revenue

  • CDN

  • Managed telepresence

  • Cloud computing, PaaS, SaaS

  • Mobile advertising

  • Network outsourcing

  • Mobile BB access

Service Transformation

~ $1T


What s at stake service provider relevance to customer1

WHAT’S AT STAKE:Service Provider Relevance to Customer

  • New Services:

  • Home networking

  • Video streamingand download

  • Targeted onlinead revenue

  • CDN

  • Managed telepresence

  • Cloud computing, PaaS, SaaS

  • Mobile advertising

  • Network outsourcing

  • Mobile BB access

Service Transformation

~ $1T


What s at stake service provider relevance to customer2

WHAT’S AT STAKE:Service Provider Relevance to Customer

Today’s Legacy Networks

Today’s Legacy Networks

Wireline Voice

Wireline Voice

Fixed BB

Fixed BB

Business Data

Business Data

Existing Mobile Data Services

Existing Mobile Data Services

Digital TV

Digital TV

Mobile Voice

Mobile Voice


What s at stake service provider relevance to customer3

WHAT’S AT STAKE:Service Provider Relevance to Customer

NetworkTransformation

Discrete Nets to Unified IP Net

Service & Software Ecosystem

Today’s Legacy Networks

Today’s Legacy Networks

Developer Community

Content/Apps

Devices

Wireline Voice

Wireline Voice

Fixed BB

Fixed BB

Business Data

Business Data

Existing Mobile Data Services

Existing Mobile Data Services

Digital TV

Digital TV

Mobile Voice

Mobile Voice

“The New Network”

Subscriber Management

Policy & Security

Access/Transport Fabric


While potentially reducing network service provider incentives and increasing consumer costs

… While potentially reducing network service provider incentives and increasing consumer costs

Implications for

service providers

Impact

Rationale

  • Reduced incentive for network providers to invest in their networks beyond a maintenance level

  • Before network providers reach the point that they decide about the future of offering non-transport services, they may simply dramatically reduce network investment down to maintenance levels as retaliation to Regulator’s non discrimination rule

  • However, network providers may not be able to stop investing due to competitive dynamics

Investment incentive

  • Network providers may exit non-transport services market

  • If the regulator does not impose structural or operational separation but does implement the non-discrimination rule, network providers will be forced to ask themselves whether they want to compete in the non-transport services market if they cannot gain competitive advantages over their competition

Business model

Implications for

consumers

  • Shift of costs from content/application/service providers to consumers

  • In the spirit of ensuring a level-playing field between content, application , and service providers, Regulator is proposing that costs be shifted from content, application and service providers to consumers, whenever enhanced capabilities, such as guaranteed bandwidth and quality, are required to support a service

  • This is to prevent a large content company entering into private arrangements with network providers that leads to a barrier to entry that cannot be overcome by potential smaller content competitors

Costs

  • More information about network management practices from providers

  • The Regulator believes that consumers would be empowered to make better decisions if they had more information about how network providers are managing services

Information

Source: Juniper Network Neutrality White Paper


Specific recommendations

Specific recommendations

Content, application, and device discrimination

Quality of experience discrimination

Service information

Service tiers


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