with Brownlee Thomas, Ph.D., Henning Dransfeld, Ph.D., Bryan Wang, Clement Teo, Fred Giron, Michele Pelino, Ed Ferrara, Chris Sherman, Jennifer Belissent, Ph.D.
Orange Business Services (Orange) recently hosted its annual analyst event in Paris. Our main observations are:
Orange accelerates programmes to get through tough market conditions. Orange’s’ vision in 2013 is essentially the same as the one communicated last year. However, new CEO Thierry Bonhomme is accelerating cost saving and cloud initiatives in light of tough global market conditions. The core portfolio was presented as connectivity, cloud services, communication-enable applications, as well as new workspace (i.e., mobile management and communication apps).
Orange proves its capability in network-based services and business continuity. Key assets are its global IP network and its network-based communications services capabilities. In this space, Orange remains a global leader. These assets form the basis for Orange taking on the role of orchestrator for network and comms services, capabilities that have (literally) weathered the storm, proving its strength in business continuity.
Recently we attended a Colt Technology Services analyst day in London. It was great to see a technology services provider who is trying to embrace both disruptive ICT trends and challenges facing enterprise IT. Here is a high level summary of our views from the event:
Dan: Colt views its network assets not as its key differentiators - but its IT services. Although IT services today account for only a small fraction of Colt revenues, Colt views its network infrastructure assets as a means to an end to support IT services. Whilst we agree that network infrastructure runs the risk of commoditisation, Colt’s network helps to differentiate Colt’s offering from both IT service providers without network infrastructure and carriers with a less impressive network footprint. Quality network infrastructure is the basis for developing reliable, secure, and compliant ICT solutions. Maybe Colt ought to view itself more as a communications integrator than an IT Services provider.
John: Colt’s provides a strong European IaaS offering. One of the presentations focussed on Colt’s European datacenter footprint. At Forrester we get many inquiries on hosting and IaaS-specific options for Europe as many clients have to address regulatory and business requirements for data to reside in specific countries. Colt has a substantial number of data centers in European countries including the UK, France, Germany, Spain, Italy, and Switzerland.
I was encouraged to see that Huawei had a proper track session on its channel strategy during its 10th Global analyst summit in Shenzhen. The track is another sign that the company’s enterprise division is maturing and taking the right steps to expand its activities in China as well as globally.
In 2012, Huawei recruited 1,289 distributors, VAPs, and tier 2 channel partners to reach around 3,789 worldwide, which represents growth of 52% in China, Europe, and 26 other key countries globally. Huawei’s enterprise share of channel sales was around 55% (excludes Operator resale) of its total revenue in 2012, a 32% revenue growth through channels from 2011. Huawei is also starting to build its services and software ecosystems with 700 authorized service partners and 200 ISVs.
Overall, three key things that stood out to me about Huawei’s partner programs are:
A more structured and well-defined partner program: The partner program has evolved considerably since last year and Huawei is working towards mapping its key accounts and streamlining the account management process. Through the segregation of 5000+ named accounts (key accounts based on deal size) and defining the customer engagement model for high value accounts, Huawei can bring about the clearer channel architecture that will be required to build an open and successful channel ecosystem.
This summer Switzerland’s incumbent carrier, Swisscom, launched a simple but revolutionary new mobile tariff, Natel Infinity. Infinity is a speed-based tariff that comes in the versions XS, S, M, L, and XL, which represent download speeds ranging from 200 kbit/s to 100 Mbit/s. Prices range from CHF59 to CHF169 per month (€49 to €139). Significantly, the tariff throws in unlimited national voice, SMS messaging services, and data usage without any additional charge (XL even comes with unlimited international calls to most destinations and SMS).
The idea is simple: The greater your urge for fast mobile services, the more you pay — irrespective of which apps you use and how you wish to communicate. All that matters is speed. In this respect, Swisscom has replicated for the mobile world a tariff approach that is already fairly common in the fixed-line world. I believe this move by Swisscom is noteworthy in two respects:
It effectively pulls the rug from under the OTT voice and messaging services like WhatsApp and Tango by removing the arbitrage potential created by time- or distance-based pricing schemes.
It brings in line capital spending on and actual demand for network infrastructure capacity.
Huawei hosted about 160 industry and financial analysts at its ninth annual analyst summit in Shenzhen, China in April 2012. The event showed us that Huawei’s carrier network activities are becoming increasingly software-focused. Huawei is building up its network software and professional services capabilities. This drive is reflected in its SoftCom solution, driven by the cloud computing delivery model in the network space. Huawei is well aware of the role software will play for future distributed and virtualized network infrastructure and network-centric solutions, where the data center is effectively becoming the phone switch for ICT solutions. In fact, Huawei goes as far as to say that hardware will be fairly commoditized and that differentiation will be based on software. Huawei is a member of more than 130 industry standard-defining bodies; as such, it influences the development of industry standards. Huawei maintains its own silicon chip fabrication capabilities (HiSilicon), which help deliver opex reductions and greater energy efficiency as part of its networking solutions for wired and wireless (WiFi, WiMAX, and LTE) environments. Huawei has been designing and assembling servers for a decade and offers blade and rack configurations designed to support cloud and virtualization environments. Huawei’s security solutions, greatly enhanced by Huawei buying the remaining 49% stake in its Huawei Symantec joint venture recently, include firewall, VPNs, intrusion detection, application gateways, and unified threat management. Huawei also works with other leading ICT vendors to deliver solutions according to customer requirements. Huawei’s GalaX Cloud operating system delivers large scale virtualization capability for compute and storage resources in a cloud deployment. Huawei assists carriers and enterprise customers with design implementation and operation of deployments through its SmartCare Services solution, which monitors and ensures the
The other day I visited Colt’s London HQ and saw how the telco is revamping its approach to developing more customer-centric and Agile solutions (Colt consciously avoids the “cloud” terminology). By now, most telcos managed to jump onto the cloud bandwagon by launching cloud-based services. The challenge, from an end user perspective, is that these solutions all seem very similar. Customers can get storage, server capacity, unified communications, etc., from most telcos. All telcos underline the value-added nature of end-to-end network QoS and security that they can ensure (check out our report, "Telcos As Cloud Rainmakers"). Indeed, telcos have some right to feel that they have achieved some progress regarding their cloud offerings — although it took Amazon to show them the opportunity.
But most telco cloud offerings suffer from the fact that telcos develop cloud solutions in the traditional sense through their traditional product factories. This approach tends to follow rather than slow product innovation cycles. Moreover, it produces products that, once developed, are pushed to the customer as a standard offering. All customisation costs extra.
The reality of cloud demand is that each customer is different. Most customers want some form of customisation. Most customers want some form of hybrid cloud, a private part for core apps, as well as access to the open Internet to, for instance, exchange views and information with end customers via Twitter or for crowd sourcing with suppliers. Similarly, most customers want a mix of fixed and virtual assets and a blend of self-service and managed service solutions as the chart indicates.