Northstream was asked to research and analyze the competitive landscape for the client in direct operator billing arena. Northstream profiled the selected competing solutions and analyzed the market offerings, partner networks and overall go-to-market strategies of operator billing. In order to provide more understanding on the positioning of each player in this market, the results from the competitive analysis were compared with the client's own offering. Additionally Northstream analyzed and ranked a list of chosen target clients in OTT service provider and application store markets, allowing deeper understanding of how direct operator billing relates to the services offered by these companies.
Northstream assisted a leading network operator in Sweden with the planning and execution of upgrading and modernizing their IMS and AXE networks. The Northstream team supported the sourcing process and negotiation between the operator and the infrastructure supplier up until contract signing. In addition and preparing for project start, Northstream supported the network organization in running workshops with the supplier and strategic planning of the implementation, testing, and migration phases of the project. furthermore Northstream assumed project management responsibility in the first six months of the roll-out project managing the activities and coordinating with internal operator stakeholders and the infrastructure supplier.
A large system supplier asked Northstream to provide external views on the development of the mobile industry, in order to complement the vendor's own viewpoints. Through workshops and compilation of internal industry knowledge, Northstream assembled a forward-looking material that analyzed industry development over the past ten years, the current state of the industry and what can be expected over the next few years. The project results enabled the client to further understand mobile industry development in order to stay visionary and to allocate development resources accordingly.
Without yet having started discussions on LTE system or services contracts with any supplier a European operator had decided to launch and go live with LTE within 7 months. Simultaneously, the operator was for various reasons forced to replace its current Managed Services partner. Thus, given the timing requirements, the operator faced an immense challenge to swiftly initiate and complete RFP processes for both the LTE network and the managed services (including that of the existing 3G network). These two processes would in a normal situation be considered a 4-8 month activity.
Together with the operator, Northstream set up a project with an aggressive strategy and schedule to fulfil the very rigid objectives without having to compromise on quality or result. Northstream managed to establish trust with the potential suppliers on the feasibility of the time plan and approach, as a vital element for succeeding with the undertaking is that suppliers are comfortable with the process and prepared to 'walk that extra mile'. In tight conjunction with the operator's various stakeholders Northstream developed the RFP material, negotiated contracts and closed agreements for both the managed services and the LTE infrastructure, all within two months after the initial discussions.
Some of Northstream's key contributions in the process were:
• An agile and swift process with results focus – normal processes needed redefinition to handle the extraordinary time constraints
• Clear evaluation methods with focus on the key objectives needed to achieve for the operator
• A momentum driven negotiation method through clear and consistent communication and creation of a competitive environment despite the time constraints and complexity in projects
A European cable TV, broadband and telephony operator wanted to explore the possibility to expand its portfolio to also include a mobile offering. The company operates in a market where multi-play is omnipresent but not necessarily viewed as a critical component for competitiveness. Northstream was asked to investigate and assess alternative mobile service offering scenarios, their respective fit with the existing product portfolio and the potential effect it would have on the operator’s overall market position, subscriber base, churn rate and financials.
The emphasis was on two scenarios; a virtual network scenario and a spectrum/infrastructure scenario.
Northstream analysed, modelled and assessed multiple mobile service offerings, both quantitatively and qualitatively, and developed recommendations on the strategic options available to the operator and the importance of adding a mobile component to their service portfolio. Material was developed to support the client interaction with stakeholders such as corporate board and potential host operators for a virtual network. In addition, Northstream valued different options and scenarios to support subsequent participation in a spectrum auction.
2012 | Northstream