ASP 101: Understanding the Application Service Provider Model

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1 ASP 101: Understanding the Application Service Provider Model by Barry Jaruzelski, Vice President Frank Ribeiro, Senior Associate Randy Lake, Associate Understanding ASPs One of the key developments in the computing world during the past 18 months has been the emergence of Application Services Providers (ASPs). Market analysts project that application service revenues will grow from $2.7 billion in 1999 to $22.7 billion in However, while ASPs have garnered a lot of attention in the technology press, in the marketplace most potential customers are either unaware of ASPs or do not clearly understand the ASP model. Many enterprises who are familiar with ASPs have taken a wait-and-see attitude. As a result, ASP market penetration has been quite limited to date. In this paper, Booz Allen & Hamilton will address some of the key questions surrounding the ASP model including: What are ASPs and what is the ASP business model and value chain? What are the different segments of the ASP market and who are the key players in each segment? What are the economics of the ASP model? Is the ASP model viable and how is it likely to evolve over time? Specifically, the ASP, not the customer, owns or licenses the application and sells access to it under a contract. Typically, the ASP will provide multiple customers with access to standardized applications that are commercially available from independent software vendors (ISVs), requiring little or no customization. The ASP will deploy the applications from a centrally managed hosting facility, typically a data center, and deliver the applications to customers over the Internet or private networks. An ASP provides the following value proposition to its customers: Lower capital costs and improved total cost of ownership Predictable monthly fees Accelerated time-to-market Scalable infrastructure Access to market-leading applications Core business focus Below, Exhibit 1 identifies key ASP characteristics and their present focus. Emergence of the ASP Model What Is an ASP? Much of the confusion around the ASP model is due to misconceptions as to what an ASP actually is.we define an ASP as an organization that provides a contractual service to deploy, host and manage applications for customers remotely from a centralized location. 1

2 An ASP s services should not be confused with traditional outsourced application management services or with Web-hosting services. Although ASPs provide both application management and hosting services to their customers, unlike providers of application management services and Web-hosting services, ASPs and not their customers either own the applications or license the applications from ISVs. Application management services are typically heavily customized for each individual customer, while ASP applications are delivered under a one-to-many model, with more standardized applications delivered to multiple customers; Web-hosting services focus on managing the network and servers, while ASPs provide application services as well. Similarly, not every company providing Web-based applications over the Internet is an ASP. ASPs typically enter into long-term (multi-year) contracts with their customers, charge for access to the applications, and often do not develop the applications they provide. Web application providers, such as Yahoo!, ebay and Amazon.com, typically do not enter into contracts with customers. They develop their own applications and typically do not charge customers directly for the use of these applications. Drivers, Enablers and Inhibitors of the ASP Model Market Drivers The development of the ASP model has been driven by key trends in the marketplace that ASPs are well positioned to address, including: Competitive cost pressures Globalization and mobilization of the workforce Time-to-market and scalability challenges Scarcity of IT skills Focus on core competencies First, ASPs help customers address increasing cost pressures by providing up-front cost savings through pay-as-you-go pricing models (typically on a monthly rental fee basis), instead of charging large up-front license fees combined with an expensive and long implementation process. In addition, under a rental model, customers reduce their total application lifecycle costs by avoiding costly upgrades. Second, ASPs enable their customers to deliver applications to their increasingly global and mobilized workforces by providing anytime, anywhere access to applications remotely over a network. By using an ASP, customers can avoid the cost of building their own intranets and extranets. Third, ASPs enable customers to accelerate their time-tomarket by deploying applications quickly with minimal installation and integration efforts. This is accomplished through the use of standardized application templates. In addition, ASPs make it easy for customers to scale their services rapidly. New users or applications can be added to existing services with minimal cost or delay. Fourth, ASPs help their customers free up expensive and scarce IT resources by taking over the application management and delivery functions from the internal organization. Finally, ASPs help their customers to focus on their core competencies by allowing them to outsource application services that are non-strategic in nature. Technology Enablers The viability of the ASP model has been enabled in part by technology developments, including the ubiquity of the Internet and network protocols, increases in bandwidth, improvements in network performance (latency, scalability, reliability), the development of network monitoring tools, and improved network security. These advances have enabled ASPs to deliver applications to customers from remote locations with acceptable levels of performance and security. 2

3 Growth Inhibitors Although ASPs have received significant attention in the technology press and in the stock market, up to this point adoption of the ASP model by customers has been limited. This has been due to a variety of inhibitors including: Limited awareness and understanding of the ASP model Discomfort with the embryonic state of the industry Customer concerns relating to performance and security Limited application availability Resistance from internal IT organizations Today most companies are unaware or unconvinced of the benefits that ASPs provide. Additionally, most ASPs are recently founded entities that are inexperienced in performing the complicated task of piecing together the extended partnerships required to deliver their services. Potential customers are reluctant to outsource their applications to companies that may not be in business long enough to fulfill their contractual obligations. Customers are also reluctant to serve as guinea pigs while these new entities experiment with their business models to address challenges in this nascent market. Most companies are not confident that ASPs can guarantee the same level of performance and security as in-house solutions, especially in the context of mission critical applications. Many companies may be unable to find an ASP offering the applications they demand in their specific vertical markets or they may have to contract with a variety of ASPs to get access to all the applications they need. Finally, many internal IT organizations perceive ASPs as a threat to their livelihood, are uncomfortable with giving up control of their applications to outsiders, or are reluctant to switch to ASPs due to significant financial and resource investments in legacy systems. In addition, some start-ups are beginning to ask ASPs to provide a means for the customer to move their applications in house once they have the resources to manage the applications on their own. Understandably, ASPs are reluctant to do so. As discussed below, ASPs must address these concerns in order for this business model to succeed in the long term. This being said, ASPs still offer their customers an attractive value proposition both in terms of providing cost savings and getting start-ups online quickly. The ASP Value Chain In order to provide its services, the ASP must coordinate a series of activities along the value chain. As shown in Exhibit 2, we group these activities into four key categories: solutions provisioning; solutions distribution; service integration; and customer interface. Solutions Provisioning covers the set of activities related to the development of applications (and underlying content) to be provided by ASPs to their customers and the development of the middleware that enables the remote delivery of these applications. Specifically, these activities include content and application creation, development and upgrades, as well as the development of application administration and delivery tools. In the ASP value chain, ISVs such as SAP, Siebel, Oracle and Microsoft, as well as middleware vendors such as BEA, IBM, Citrix and Netscape are key players in solutions provisioning. Solutions Distribution describes the set of activities surrounding the delivery of applications to ASP customers. Specifically, these activities include providing data center hosting and co-location services, telecom network and access services, and providing the enabling infrastructure for both the data center and network environment. Key players on the data center services side include Exodus, Intel, Global Crossing, AT&T, EDS and Concentric Networks, among others. On the network services side key players include Sprint, GTEInternetworking, UUNet, Qwest, Covad and Global Crossing. Finally, key enabling infrastructure providers include Sun, HP, EMC, Lucent, Nortel and Cisco. 3

4 A new generation of carriers, called CyberCarriers, are combining ownership of data centers with ownership of the underlying network in search of new revenue opportunities and a means to avoid the commoditization of their core business. These CyberCarriers are working to optimize the performance of their networks, thereby enabling the delivery of richer content and application services to end-users. CyberCarriers are positioning themselves to become a single source for the infrastructure requirements of ASPs and other providers of network-hosted services. Examples of service providers evolving into CyberCarriers include Qwest, Cable & Wireless and Global Crossing. Greenfield CyberCarriers include Aduronet, EINSTEINet, FairPoint Communications and Viatel in Europe and the United States. Service Integration activities are focused on integrating the ASP s services into the customer s operations. Activities include business process analysis, application customization and aggregation services, and customer-based integration. Information technology professional services organizations and consultancies have taken the lead in providing these services to ASPs and their customers. Business process activities are focused on developing the appropriate processes required to integrate the outsourced applications and data into a customer s existing processes. Key players here include Andersen Consulting, KPMG, Deloitte & Touche and Ernst & Young. Application customization and aggregation involves ensuring that the ASP-provided applications are able to leverage 4

5 a customer s legacy data, systems and processes. Key players in this field include Predictive, KPMG, Deloitte & Touche and Ernst & Young. Customer-based integration involves ensuring the integration of ASP-provided applications with the customer s existing infrastructure. Key players in this field include EDS, Unisys, IBM and KPMG. Customer Interface activities focus on acquiring customers and managing the customer relationship. Specific activities include sales and marketing, customer support and training, and contracting and billing activities. While the billing activities may be provided by such players as Portal Software, Solect and Kenan Systems, most customer interface activities are usually provided by ASPs directly. ASPs own the customer relationship and are responsible for delivering on the requirements of the customer contract. ASP Market Segments & Key Players With an understanding of the ASP value chain, it becomes easier to distinguish the differences among ASPs and their business models. ASPs can be segmented across two dimensions: value chain focus and customer focus. Value Chain Focus-Based Segmentation ASPs can be grouped into three categories, based on where they play along the ASP value chain: ISV ASPs Infrastructure ASPs Pure play ASPs ISV ASPs are software vendors that have decided to expand beyond solutions provisioning to also offer ASP services directly to their customers. ISVs view ASPs as a potential new channel and are responding in two ways. Some ISVs, such as Oracle, have decided against allowing other ASPs to provide their applications to end-users, while others, such as PeopleSoft, have taken a dual-channel approach by licensing their applications to other ASPs and providing ASP services for their applications directly. ISV ASPs realize they cannot ignore the benefits to customers that the ASP model provides. These ASPs typically will provide solutions provisioning and customer interface activities, but will look to partners to provide solutions distribution and service integration. For example, PeopleSoft partners include Exodus and Sun for data center services and infrastructure, and Andersen Consulting and Deloitte & Touche for service integration. Infrastructure ASPs have their own data centers and have decided to provide ASP services directly to customers. Examples of infrastructure ASPs include FutureLink and USInternetworking (USI). FutureLink owns some of its data centers and also contracts with Exodus to provide data center services. USI owns its own data centers and provides both service integration and customer interface services to its customers. Both FutureLink and USI rely on ISV partners to provide the applications they deliver to end-users. For example, FutureLink provides Microsoft applications, while USI provides applications from PeopleSoft, BroadVision and Ariba, among others. Qwest Cyber.Solutions is a joint venture between Qwest Communications, which provides solutions distribution, and KPMG, which contributes service integration expertise. While some consider Qwest Cyber.Solutions to be an infrastructure ASP, Qwest Communications owns the data centers that the joint venture contracts to use. Pure Play ASPs are typically independent start-up companies that do not own any applications or infrastructure and provide only minimal service integration activities for customers. Their focus is on the customer interface and they serve as a general contractor, pulling together all the elements of the value chain to deliver an end-to-end solution to customers. An example of a pure play ASP is Corio. Corio does not develop its own software or own any infrastructure and it provides only limited service integration on its own. It focuses on providing a superior interface to 5

6 the customer and pulling together a leading set of partners across the value chain including Microsoft, SAP, PeopleSoft, Siebel, BroadVision and Commerce One for applications, and Concentric Networks and Exodus for the data center and network. In addition, Corio recently announced an alliance with Ernst & Young, which includes an investment in Corio from Ernst & Young and an agreement for Ernst & Young to provide service integration and marketing support to Corio. Customer Focus-Based Segmentation ASPs also can be categorized based on their target customer strategy: Start-up/Small Medium Enterprise ASPs Enterprise ASPs Vertical Market ASPs Start-Up/Small Medium Enterprise ASPs fall into two groups: those providing desktop outsourcing functions and those focused on providing smaller companies with enterprise level applications. ASPs such as Tele- Computing, FutureLink and NetStore fall into the first category. These ASPs provide customers with desktop applications for their employees such as Microsoft Exchange and Outlook, as well as support for such applications. The second category includes ASPs such as Applicast, Interliant and Navisite, which have targeted small, fast-growing companies that either cannot afford to buy enterprise applications up front or who are looking to get to market quickly and do not have the time for the lengthy installation and integration process that these applications typically require. Enterprise ASPs are focused on providing their services to divisions, subsidiaries and business units of large enterprises. As such, these ASPs are very focused on providing their customers with unrivaled performance and security. In addition, these ASPs must be able to provide highly customized solutions for their customers, in order to ensure the applications they provide will work with customers existing systems and processes. In order to provide the level of service required and robust security that enterprise customers require, enterprise ASPs, such as USI, believe they must own their own data centers. Vertical ASPs have targeted specific market segments for their services. These ASPs focus on providing vertical industries with all the industry-specific applications they need in one place. For example, AristaSoft is focused on providing ASP services to emerging high-tech equipment manufacturers, TheBeast.com provides ASP solutions for financial services companies and USA.net is an ASP for the travel industry. Corio has also begun to migrate to a vertical approach by developing pre-integrated multi-application templates targeted at vertical industries and providing customized front-end interfaces for its customers. Value-added resellers (VARs) have also started to offer ASP services targeted at specific vertical markets in an effort to leverage existing customer relationships and application expertise. Below, Exhibit 3 illustrates where existing ASPs fit into the value chain and target customer focus segments described above. 6

7 ASP Economics ASP Revenues ASP revenues typically fall into two main categories: startup fees and user fees. Both fees are negotiated up front and are governed by a contract between the customer and an ASP that typically will run from three to five years. Because this is a new market and there is a focus on customer acquisition, fees vary significantly among ASPs, even for comparable services. Start-up fees are charged to customers for the services an ASP provides along the service integration segment of the value chain specifically, the integration, training and customization activities required to get a customer set up for ASP services. For companies with little existing infrastructure or legacy systems that are looking for standardized applications, start-up fees to the ASP can be minimal or even zero. However, in larger enterprises, where these services are more complex, start-up fees can exceed $500,000, with additional fees required as new applications are provided to the customer. Usage fees are charged to customers typically on a per user per month basis for access to applications and the use of ASP services. Usage fees are influenced by three factors: the application being hosted, the level of usage, and service and support levels. For example, usage fees can range from $5 to over $1,000 per user per month depending on the application. Because current billing systems do not permit ASPs to bill customers based on actual usage, some ASPs try to approximate by charging lower fees for infrequent users, while charging active users much more for the same application. For example, Corio charges $895 per user per month for active users and $395 for casual users of PeopleSoft applications. Finally, some ASPs will charge a premium for higher uptime guarantees and dedicated support resources. ASP Expenses ASP expenses also can be grouped into the same four categories of the ASP value chain: solutions provisioning, solutions distribution, service integration and customer interface, which includes administrative expenses. Solutions Provisioning Expenses are the costs of obtaining rights to applications the ASP plans to deploy, and typically includes the software license fee an ASP must pay to an ISV. Clearly, if an ISV is providing ASP services directly to users, the incremental cost is minimal, other than any application development expenses related to making the application ready to be delivered in a hosted environment. Specifically, ISVs may need to make changes to their application code to enable delivery of the application to multiple users remotely and to allow the application to be partitioned on a data center server. Solutions Distribution Expenses include the fees associated with storing applications in a data center and delivering the applications over the network. Specifically, these costs include the cost of servers, storage devices and related software, bandwidth fees and the data center staff to provide setup, management, monitoring and maintenance of the data center and application environment. ASPs with infrastructure may be able to reduce these costs (on a per customer basis) if they can optimize their infrastructure, but these ASPs also have the additional up-front capital investment associated with building their own data centers. Service Integration Expenses include the professional service fees associated with implementation, customization and configuration of the application, and the customer s legacy systems and infrastructure. ASPs with in-house professional service expertise or formal partnerships with systems integrators may be able to buy these services at cost, thereby creating a cost advantage over the competition. 7

8 Customer Interface and Administrative Expenses include customer service and support, training, sales and marketing, research and development, and general and administrative expenses faced by all ASPs. Distribution of ASP Expenses across these four segments reveals that most of ASP expenses are captured in customer interface and administrative expenses. Booz Allen & Hamilton has modeled the expenses of a pure play ASP, targeting enterprises in a steady state mode (in operation for three to five years) to gain a better understanding of how $1 of ASP spending is distributed. As Exhibit 4 indicates, even in steady state, 43 cents of every dollar of ASP spending goes to customer interface and administration, largely due to the high sales and marketing expenses that ASPs are incurring to build market awareness and sell into new accounts. Service integration represents 26 cents of every dollar of ASP spending due to the high costs associated with information technology professional service expertise. Solutions distribution expenses are 24 cents, due to both the network and data center infrastructure expenses and data center staff expenses. Finally, solutions provisioning constitutes only 7 cents of a dollar of ASP spending. Profitability of ASPs In our analysis, we found that ASPs are far from profitable today, with most ASPs providing their services at steep discounts to expenses. In order to convince customers to outsource their application services, ASPs target a 30-40% total cost of ownership savings. This pressure is forcing ASPs to suffer large losses up front. Although ASPs face high expenses, their biggest challenge is in generating customer revenue. Over time, ASPs hope to grow revenue by increasing the number of users per customer and adding additional applications onto an existing customer s account. Once an ASP has established service to an individual customer, it can add new users or applications easily, thereby generating additional revenues with minimal incremental expenses. A major reason ASPs have had a difficulty in achieving profitability is due to an underestimation of the demand for customized services from end-users. Many ASPs believed that service integration activities could be done easily with templates built around standardized applications, but have found that in order to succeed in the market they must customize applications to meet individual customer needs. We anticipate that ASP expenses will decrease to some degree over the next few years in light of emerging trends. Solutions provisioning expenses should decrease over time as more ISVs develop their applications for the hosted environment. Network and data center functionality will improve so that ASPs will get more for each dollar of solutions distribution expense. However, customer demands on this improved infrastructure also will require ASPs to provide more bandwidth-intensive applications. Improvements in the network infrastructure will enable the delivery of next generation applications and content to customers, thereby enabling additional revenue streams. In 8

9 addition, as network monitoring tools improve, ASPs will be able to deploy new billing models, whereby users can be charged on a per bit, rather than per application, basis. This will enable ASPs to better tie their service revenues to their incremental costs. Although service integration costs will decrease as ASPs climb the learning curve, we believe these costs will remain higher than ASPs have anticipated. Finally, as customers become more familiar and comfortable with the ASP model, customer interface expenses, specifically sales and marketing costs, also should decline. In addition, all providers along the ASP value chain may adopt more flexible pricing models, allowing ASPs to pay for software license fees and infrastructure as they grow instead of up front. For example, vendors such as Great Plains Software and Hewlett-Packard are offering flexible pricing to ASPs so that ASPs pay for software and infrastructure only as they add new customers. However, this trend also poses a potential threat to ASPs: as vendors become more comfortable with pricing their services on a monthly, scalable basis, they may decide to offer similar billing to customers directly, circumventing the need for the ASP. Future of the ASP Model Overcoming Inhibitors Although the economic picture for ASPs should improve, it remains unclear if the ASP model, as currently conceived, will succeed in serving a large segment of the business community. In order to prosper in the long run, ASPs must overcome the growth inhibitors discussed above: Limited awareness and understanding of the ASP model Discomfort with the embryonic state of the industry Customer concerns relating to performance and security Limited application availability Resistance from internal IT organizations While awareness and understanding of the ASP model is likely to improve and end-users will become more comfortable with ASPs as they build a track record, the other inhibitors will be more difficult to overcome. First, performance and security challenges remain significant, especially for large enterprise customers. Studies have demonstrated that most enterprises will demand a higher level of performance and security from ASPs than they do from their in-house solutions. Network service providers and equipment vendors are looking to improve quality of service over the network, thereby enabling ASPs to serve their customers better. While this may be achievable from a technological perspective, it remains to be seen whether ASPs will be able to guarantee this level of service in a cost-effective manner. Similarly, many ASPs are finding that their generic application offerings are being commoditized due to increased competition from other ASPs and ISVs becoming their own ASPs. As discussed above, some ASPs have begun to focus on particular vertical markets in order to differentiate their offerings. However, the success of this strategy will depend on whether critical mass is attainable in these smaller markets. Finally, internal IT organizations are likely to remain somewhat hostile to the ASP model so long as it is perceived as a threat to their livelihood. It is possible that IT organizations in larger enterprises will continue to feel uncomfortable letting ASPs host their mission-critical applications. ASPs may be more successful as providers of non-critical applications for these enterprises. IT organizations may also require guarantees of significant cost savings from ASPs before they are willing to write off significant resource investments made in their legacy systems. Evolution of ASP Players In the near term, as ASPs struggle to make a profit and differentiate their offerings, ASP business models are likely to remain in flux. We expect to see two major trends in the 9

10 ASP market: consolidation and verticalization. Consolidation will take place among two segments of the ASP market, ISV ASPs and ASPs with infrastructure. ISV ASPs are unlikely to gain a critical mass of customers because they do not provide customers with one-stopshopping for applications from multiple vendors. ASP aggregators, who offer customers one point of contact to pull together multiple ISV ASP offerings, are hoping to address this opportunity. ASPs with infrastructure are well positioned to succeed in the short term because they are best positioned to provide both applications and network expertise, unlike their competitors. However, these ASPs will have a difficult time developing the economies of scale needed to support their infrastructure. Consequently, it is likely that the fragmented ASP industry will witness a significant round of consolidation as investors pressure ASPs to become profitable and gain a critical mass of customers. 10

11 Unless ASPs build vertical expertise, pricing will remain the main differentiator for their offerings. In addition, horizontal ASPs remain vulnerable, as other players who may be better positioned to address application needs across industries such as network service providers and systems integrators decide to move into this space. As a result of these two trends, over time we expect to see the ASP market dominated by a few larger, horizontal ASPs targeting enterprises across industries and many smaller, vertical ASPs focused on serving specific industry segments. Exhibit 5 illustrates a likely evolution path for players in the ASP market. First, as we have seen, CyberCarriers are emerging from network service providers to provide both network and data center services. Second, some horizontal ASPs are beginning to focus on vertical markets and evolve into vertical ASPs. Finally, we anticipate that these vertical ASPs, in an effort to increase revenue opportunities, may evolve into a new entity, a CyberVortal, that combines the vertical application services of a vertical ASP with industry-specific non-application services (e.g., information, community, marketplace, etc.) of vertical portals, or vortals. An example of a potential CyberVortal is Covisint, the recently announced combination of Ford s AutoXchange, GM s TradXchange and DaimlerChrysler s planned auto industry vortal. Covisint could add ASP services targeted at the automotive industry to its website, creating a single destination for the front and back office computing needs of this industry. Similarly, by providing supply chain management applications, ASPs can help to accelerate the standardization of processes for different vertical industries. For example, Solectron, a contract manufacturer for the technology industry, is working with its suppliers and customers to standardize the exchange of data. These efforts could be advanced by ASPs through the support of these standards into back-office applications provided by ASPs. Conclusion Regardless of which ASP business models are successful, it is clear that more enterprises will be moving their applications and data onto the network and that more users will need access to this information remotely. Some global enterprises may find that they have the scale and expertise to deploy and host applications on their own cost effectively, either by building their own data centers and private networks or by hosting their applications in data centers on service provider networks without using an ASP as an intermediary. As a result, ISVs, network service providers, data center providers and equipment vendors will continue to benefit from the growth of network-hosted services under any scenario. Specifically, ISVs will use the network as a new channel to deploy their applications and reduce distribution expenses. Network service providers and data centers will benefit from increased traffic on their networks and growing hosting revenue. Equipment providers will benefit from the build out and upgrade of existing facilities and networks. Because ASPs are challenged to provide very high levels of performance and security to their end-users, they are the leading edge customers for CyberCarriers and other providers of next generation networks. Thus, while the fate of ASPs is still uncertain, it is clear that they are helping to accelerate the capabilities and growth of the network-hosted economy. Bibliography 1. Dataquest, Worldwide Application Service Market Growth: $22.7 Billion by 2003, September

12 Booz Allen & Hamilton s Communications, Media and Technology team recently conducted a series of global interviews with various stakeholders in the ASP value chain: enterprises, ISVs, ASPs, NSPs, data center operators, and professional service and equipment providers. The results, as well as internal research and analysis, were used to prepare this report. Barry H. Jaruzelski Barry Jaruzelski is a Vice President in Booz Allen & Hamilton s Communications, Media and Technology Practice (CMT) based in New York. As an undergraduate at the University of Pennsylvania, Mr. Jaruzelski studied engineering and economics and later received an MBA from Columbia Business School. His past projects have included designing the product planning process for a large computer company and defining the turnaround program of a workstation and server supplier, as well as establishing a greenfield division for a telecom equipment maker. He can be contacted at or Randy M. Lake Randy Lake is an Associate in Booz Allen & Hamilton s CMT Practice based in San Francisco. Prior to joining Booz Allen, Mr. Lake was employed as a corporate attorney with Brobeck, Phleger & Harrison in San Francisco. Mr. Lake received a BA in political economy from U.C. Berkeley, where he graduated Phi Beta Kappa. Mr. Lake also holds a JD from Harvard Law School. He can be contacted at or Frank M. Ribeiro Frank Ribeiro is a Senior Associate in Booz Allen & Hamilton s CMT Practice based in New York. His past projects have focused on the communications and technology industries, specializing in strategic issues facing wireless, wireline and Internet service providers and telecom equipment providers. Prior to joining Booz Allen, Mr. Ribeiro was employed at a major telecommunications carrier in a variety of management positions. Mr. Ribeiro received a BS in Engineering from NJIT and also holds an MBA from the Stern School of Business at New York University. He can be contacted at or Booz Allen & Hamilton Founded in 1914, Booz Allen & Hamilton is a global management and technology consulting firm serving clients in 90 offices around the world. With a team of 9,800 professionals, our goal is to assist our clients in defining and driving successful strategic transformations. The Communications, Media & Technology Group (CMT) is one of the largest practices within the firm s Worldwide Commercial Business. Worldwide Offices Abu Dhabi Amsterdam Atlanta Bangkok Beirut Bogotá Boston Buenos Aires Caracas Chicago Cleveland Dallas Düsseldorf Frankfurt Hong Kong Houston Lima London Los Angeles Madrid McLean Melbourne Mexico City Milan Munich New York Paris Philadelphia Rio de Janeiro Rome San Francisco Santiago São Paulo Seoul Singapore St. Louis Stockholm Sydney Tokyo Vienna Warsaw Washington, D.C. Wellington Zürich 12 CMT M: 7/00 PRINTED IN USA

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