INSIGHTS. The m-business Opportunity: Capturing Value in the EnterpriseWirelessMarket

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1 INSIGHTS COMMUNICATIONS, MEDIA & TECHNOLOGY GROUP VOL 7 ISSUE 2 The m-business Opportunity: Capturing Value in the EnterpriseWirelessMarket Wireless Waves Defining the Market The coming wave of wireless adoption by enterprises is best viewed in the context of previous developments. Of course, a select few farsighted businesses have already integrated wireless technologies into their mission-critical applications. In the mid-1980s, the first wave of enterprise wireless applications enabled early adopters for whom mobility was critical to incorporate wireless capability into the hearts of their basic businesses and operations (e.g., FedEx/UPS, Avis/Hertz). In the mid- to late-1990s, the second wave enabled companies to provide consumer content wirelessly (e.g., CNET/Yahoo!, Charles Schwab/ Fidelity). The third and latest wireless wave (Exhibit 1) will be characterized by x the development of focused end-toend enterprise solutions that facilitate critical applications, and also have attractive cost-benefit economics. 1 The focus is now less on sex appeal (the focus of the wireless consumer boom) and more on delivering real economic benefit to the enterprise. This will be achieved by leveraging already significant IT investments to deliver higher productivity. Overview While consumer applications have generated the most wireless Internet buzz, we believe that more sustainable opportunities exist in the market for m-business solutions. Rich wireless applications will break traditional wire tethers and extend the boundaries of the enterprise. In the U.S. alone, wireless enterprise data subscribers are expected to reach 26 million by Growth will be driven by: 1) advances in wireless application development and mobile security; 2) key technology enablers such as always-on connectivity, higher mobile bandwidth, and locationbased services; and 3) increased enterprise comfort with and demand for wireless applications. Up to 70% of industry value will shift from the provision of pure network capacity toward the delivery of end-to-end solutions to the enterprise. However, no one player in the value chain has all the capabilities required to capture this value, and skill gaps are becoming apparent. Ultimate industry winners will develop and deliver endto-end solutions by recognizing and filling their capability gaps. Success will come through partnership and innovation but the window of opportunity is closing. 1 In the fourth wireless wave, enterprise wireless applications will be pervasive, and the market will be propelled by a convergence of wireline and wireless access. Applications will be integrated so that users no longer think about whether they are wired or wireless, i.e., complete transparency

2 ENTERPRISE WIRELESS DATA WAVES (EXHIBIT 1) Wave 4 Wireless Data Penetration Wave 1 Early adopters Mobility critical to basic business e.g., FedEx, UPS, Hertz, Avis Wave 2 Wireless enablement of consumer content Single-function consumer applications like stock trades, B2C e-commerce e.g., Yahoo!, Schwab Wave 3 Extending the enterprise via wireless data Complex, rich, secure businesscritical applications such as SFA, CRM, SCM, ERP Convergence of wireline and wireless Pervasiveness of wireless such that it is transparent-access medium Applications integrated across access modes (wireline, wireless) and spectrum (licensed, unlicensed) Late- 80s Mid- 90s Source: Booz Allen & Hamilton Although the third wave is nascent, its potential is evident. Enterprises are already deploying simpler applications from messaging to to improve productivity away from the office. OmniSky, RIM, and GoAmerica, used primarily by enterprises for messaging and , have all seen subscriptions rise substantially in the last six months. RIM s subscriber base has grown significantly in the last year to exceed 400, Market growth will be driven by three key factors: 1. Advances in wireless application development and mobile security. These advances stem from heightened competition for control of the enterprise customer, encouraging enterprise wireless systems to be enabled quickly and effectively. There has been a frenzy of start-ups and subsidiaries developing wireless applications and platforms for enterprises. Some examples are in the chart below (Exhibit 2). 2. Key technology enablers such as always-on connectivity, higher mobile bandwidth, and location-based services. These enablers will provide for the delivery of more complex and rich enterprise applications in an interactive and timely manner. Dramatic Growth to Come EXAMPLES OF ENTERPRISE WIRELESS APPLICATION DEVELOPMENT (EXHIBIT 2) As the enterprise wireless market grows, so will the complexity of wireless applications, finally approaching a level of sophistication similar to that of wired applications. With these advanced wireless solutions, users will have ready, highspeed, and secure access to enterprise networks and applications. Wireless Developer Nextel and Mobilesys Verizon and Tmanage Siebel and GoAmerica Aether Vaultus Extenta Source: Booz Allen & Hamilton Wireless Application / Platform Customer relationship management Teleworking applications E-business applications M-commerce / supply chain applications Internet access, admin. and back-office applications Desktop / office applications (e.g., , calendar, file manager, time & expense) 2 Fortune magazine, 3/19/2001, column by Stewart Alsop 2

3 The always-on nature of the packet-based networks will allow greater levels of interactivity, not possible with circuit-switched technologies, enabling a service similar to the current office wired LAN environment. Already, packetswitched services, such as CDPD and Mobitex, have demonstrated the benefits of interactivity in supporting applications such as messaging and . Speeds available in most of today s wireless networks do not support critical and complex m- business applications because of long response times. Speeds of 144Kbps or more will be available to leading wireless carriers within the next 18 months with planned 2.5G network upgrades. In fact, data-only networks such as Ricochet already provide truly mobile rates of up to 128Kbps, 3 although the coverage is extremely limited. These speeds are enough to satisfy the bandwidth needs of most critical complex m-business applications like sales force automation (SFA), customer relationship management (CRM), enterprise resource planning (ERP), and supply chain management (SCM). The chart below (Exhibit 3) compares the bandwidth adequacy for a range of speeds to support key enterprise applications. Improvements in location-based information technologies will enable new applications that can leverage dynamic and continuously updated information on location, speed, and direction. Examples of such applications include: 1) fleet tracking, where a company knows the exact position of each of its trucks and field sales staff, enabling it to optimize delivery/coverage schedules and reduce costs; 2) remote asset monitoring (e.g., monitoring of oil wells and pipelines) that helps reduce maintenance costs; and 3) telematics on cars, trucks, trains, and aircraft that help improve engine performance and safety. 3. Increased enterprise comfort with and demand for complex end-to-end wireless applications. These applications enable higher productivity and allow firms to leverage their already significant IT investments. As such, they are especially valuable given the increasing size of the mobile workforce. Infometrics Research estimates that by 2003, companies will increase the number of workers allowed remote connectivity by 30%. With such an increasingly mobile workforce, more enterprises are beginning to feel the need to provide high-speed, secure wireless access to corporate intranets. Mobile ASP spending is already a significantly growing portion of enterprise mobile technology budget plans The Telecomm Analyst estimates that this mobile ASP spending share- ENTERPRISE APPLICATIONS BANDWIDTH SUITABILITY (EXHIBIT 3) Bandwidth Text Web Access Mobile Office Rich Enterprise Apps Medium File Transfer (512Kb) Large File Transfer (>512Kb) Enterprise Video Collaboration 14.4 Kbps 28.8 Kbps 64 Kbps 128 Kbps 2 Mbps Inadequate Bandwidth Adequate Bandwidth Source: Aberdeen Group, November 2000 results from Booz Allen & Hamilton analysis. 3 Full-speed service is available as long as the customer is within coverage range and traveling at speeds under 55 mph. Bandwidth drops to 28kbps over 55 mph and service ceases at speeds over 70 mph (Source: OneSource). 3

4 Subscribers (MM) ENTERPRISE MOBILE DATA USAGE BY APPLICATION IN THE U.S. (EXHIBIT 4) Top 2 applications = fleet management, field service Top 2 applications = mobile office, field sales POS Security B2C Fleet Management Field Service Field Sales counterparts. RIM and OmniSky are now able to charge $40-$60 per user per month 4 for their wireless enterprise service, which is the most basic of enterprise applications. See the chart below (Exhibit 5) for more examples of fees for current wireless enterprise applications and services. The New Value Chain Source: Yankee Group of-budget will grow by 79%-85% across the globe from 2001 to The Gartner Group estimates that by 2004, 50% of Fortune 1000 companies will commit 15% of their network service expenditures to wireless voice and data. The Yankee Group predicts that U.S. enterprise wireless data subscribers will increase from five million today to 26 million by 2005 (Exhibit 4). Currently, fleet management and field service are the top two applications, but that will change with mobile office ( , messaging, calendar, contacts) and field sales becoming the key growth areas. This reveals a broader, more standardized acceptance of wireless data usage by enterprises beyond the traditionally specialized and proprietary usage by truck fleets, FedEx/UPS, Avis/Hertz, and taxi drivers. Furthermore, more complex applications (e.g., CRM, SCM, ERP) that require extensive tailoring and strict security will follow the adoption of the less complex mobile office and field sales applications. This will occur as enterprises get Mobile Office comfortable with simple wireless applications and begin focusing on the highest value end-user-point applications that can significantly improve operational cost structures. These cost improvements are achieved by improving sales force productivity, reducing customer churn with improved customer service, enhancing cross- and up-selling opportunities, and capturing supply chain and manufacturing efficiencies. With a healthy enterprise wireless market will come healthy fees: those commanded by wireless service providers will be at a premium relative to those of their wireline EMERGING INDICATIONS OF ENTERPRISE APPLICATION VALUE (EXHIBIT 5) Wireless Enterprise Application/Service Groupware $10-12 (a) , contacts, calendar $12 Commodity trading for brokerage $15 Telecom customer care $20+ Financial services customer order entry $30+ SFA $50+ Currently, no one player has all the pieces to deliver comprehensive enterprise wireless solutions. When Fortune 1000 IT managers were asked to name their primary barrier to adoption of widespread wireless access to data, 39% responded that solutions were incomplete. 5 To fill these gaps, an involved set of relationships has emerged among players in applications development, delivery, and transport (i.e., pure network capacity and coverage). But many of these collaborations do not fully satisfy enterprise needs. In fact, 80% of the Fortune 1000 IT managers surveyed expressed a preference for end-to-end solutions over piecemeal systems. So opportunities abound for those that can provide end-to-end wireless enterprise solutions. This has spurred start-ups and incumbents alike to stake out their positions in Fee Per User Per Month ( pupm ) (beyond airtime/basic pager fees) Note: (a) Based on a $5,000 one-time fee for 50 users, assuming a one-year lifetime and a 20%-50% add-on per year for support. Source: Sample market data, Booz Allen & Hamilton client interaction. 4 Source: Buckingham Research Group. 5 WitSoundView Capital survey of Fortune 1000 IT Managers. 4

5 Example New Traditional Network & Components MVNOs GoAmerica OmniSky Palm.net AT&T Verizon Vodafone TRANSPORT Hardware/ Software Platform IBM Sun Openwave Ericsson Sign-I Soft Microsoft ianywhere Extenta Sprint Cingular Nextel Operation of Mobile Networks TRADITIONAL AND NEW VALUE CHAINS (EXHIBIT 6) ISV/ Application Development Aether SAP Oracle PeopleSoft Siebel Intuit Extenta SmartServe DEVELOPMENT & DELIVERY Voice Services Systems Integration IBM KPMG Accenture EDS Aether Vaultus Services Application Service Provision Aether Air2Web Valtus Geoworks Content Aggregation & Provisioning/ Portal 2Roam.com AvantGo.com TellMe SAP Oracle USinternetworking Corio Aether AT&T Terminal Software & Operating Systems Microsoft Symbian OpenWave Palm Customer Care & After-Sales Support Verizon Vodafone Sprint Cingular Nextel End-User Teminals Handspring Motorola Nokia Palm RIM Sierra Wireless Source: Booz Allen & Hamilton an emerging value chain (Exhibit 6) that includes carriers, mobile virtual network operators (MVNOs), independent enterprise software vendors (ISVs), application service providers (ASPs), and systems integrators (SIs). For the enterprise market, capturing value will require that players deploy end-to-end solutions that can be integrated with existing enterprise networks and applications without major interruptions in service. Partnerships to deliver these end-to-end wireless enterprise solutions are being formed at a rapid pace leaving a short window of opportunity. While carriers are forward-partnering for enterprise applications and systems integration, application developers and SIs are backward-partnering buying and reselling airtime and partnering with MVNOs (see examples in Exhibit 7). In sum, the third wave of the wireless data market evolution will be characterized by the development EARLY END-TO-END SOLUTIONS (EXHIBIT 7) Network Access And Transport Hardware/ Software Platform ISV/Application Development Systems integration End-User Terminals Bell South AT&T Wireless Verizon IBM e-network wireless gateway Vaultus Anytime-anywhere intranet access Admin. and back-office solutions Sierra Wireless Modems Bell South RIM Mobile engine Vaultus Lotus Notes and MS Exchange application integration RIM Blackberry Devices AT&T Wireless Cingular Verizon AIM Internally developed instant messaging platform Aether e-commerce supply chain apps Wireless ASP/hosting services Palm Devices HP Jornada Nextel Qualcomm/Microsoft Applications platform (BREW) Wireless Knowledge Internet/messaging apps , calendar, & contacts Motorola Cell Phones Bell South Nokia, Neomar WAP Gateways Siebel SFA, CRM applications RIM Blackberry Devices - Solution Provider Source: Booz Allen & Hamilton 5

6 INCREASINGLY HORIZONTAL STRUCTURE OF THE WIRELESS INDUSTRY (EXHIBIT 8) TODAY Open & Interoperable Networks NEXT FEW YEARS ISV ASP SI APPLICATIONS AND INTEGRATION ISV SI CARRIER ISV SERVICE MANAGEMENT MIDDLEWARE CARRIER MVNO ISV ASP ACCESS AND TRANSPORT EQUIP. MFGR. EQUIPMENT EQUIP. MFGR. Source: Booz Allen & Hamilton of focused end-to-end enterprise solutions that enable mission-critical applications with attractive cost-benefit economics. Enterprises that have already recognized the importance of wirelessly enabling their workforces are not waiting to deploy simple wireless applications like messaging and to improve productivity away from the office. These steps are being taken even under the current constraints of technology high cost, low transmission speeds, and circuitswitching networks. Indeed, some 30% of Fortune 1000 IT managers currently have wireless networks to access companyspecific applications and another 53% are either in trial or are investigating options. 6 This reveals significant pent-up demand for wireless extension of the enterprise, and wireless players across the value chain are forming partnerships to deliver end-to-end enterprise solutions and a single point of customer contact. Implications for the Wireless Industry Shift in Value As the third wave of wireless adoption rolls in, value is shifting from transport to higher-value-added areas. These include wireless enterprise applications development, Up to 70% of industry value will soon be in the end-to-end highvalue-added enterprise wireless applications, leaving 30% in transport security, quality of service, service management, and integration with legacy enterprise systems. As transport becomes more of a commodity, value that can be captured through transport plays will diminish. And as transport becomes transparent to the end-user and switching costs fall, wireless implementation decisions will no longer be based on the transport layer of service. We believe that up to 70% of industry value will soon be in the higher-value-added arena, leaving 30% or less in transport. Transport fees (e.g., RIM charge for carrier airtime) will generally be $20-$40 pupm, while higher-value-added, enterprise back-office ERP application services delivered wirelessly will range from $10-$50+ pupm over and above basic airtime/pager fees. Enterprise Internet applications, by their very nature, must function across multiple carriers networks. Therefore, carriers that provide hooks into their wireless networks for cross-network enterprise wireless applications will be able to capture value in the end-to-end enterprise wireless solutions wave. But, as this interoperability across networks and open access to network elements 6 WitSoundView Capital survey of Fortune 1000 IT managers. 6

7 becomes more widespread, there will be horizontal moves in the industry as many players who do not own network capacity (e.g., MVNOs, ISVs, ASPs, and SIs) will be able to offer access and transport in addition to higher-value-added services (see Exhibit 8). Strategies to Capture Value Carriers are rightfully nervous about being relegated to mere transport or dumb pipe providers. As transport becomes more of a commodity, multiple competitors will likely enter the market of providing end-to-end enterprise wireless solutions. These competitors will include MVNOs (e.g., GoAmerica, OmniSky), big enterprise ISVs (e.g., Oracle, SAP), ASPs (e.g., Corio,USInternetworking), and SIs (e.g., Aether, Everypath). What strategies will help the various players capture value? Carriers could forward-partner along the value chain to acquire enterprise application content. The extent to which they do this will depend on each carrier s capabilities: Some will just not be able to play beyond transport given their limited capabilities in the consumer wireless market. Others will offer transport, security, and service management while partnering with ISVs, ASPs, and SIs to provide end-to-end enterprise solutions but most of their valuecapture will be in transport and service management. More capable carriers will offer transport, security, service management, customer management, and also develop applications for specific market segments (e.g., financial services, HR, or small- & medium-sized companies). Evidence of this forward partnering is seen in the following examples: 1) Nextel and Wireless Knowledge (a Microsoft/Qualcomm company) have partnered to deliver access to critical business information on Motorola Internet-capable phones over the Qualcomm BREW service delivery platform, and 2) OmniSky has partnered with Aether systems to deliver wireless enterprise applications over Palm and HP Jornada devices, having purchased wholesale airtime from AT&T Wireless, Cingular, and Verizon Wireless. However, it is unlikely that any single carrier will attempt to capture value across all enterprise applications. This is because: 1) carriers do not currently have any complex enterprise applications (e.g., SFA, CRM, SCM, ERP), 2) systems integration across complex enterprise applications is difficult, and 3) carriers do not have the market access, i.e., the needed CIO relationships. Carriers are rightfully nervous about being relegated to mere transport or dumb pipe providers Other players in the value chain who do not own network capacity (e.g., MVNOs, ISVs, and ASPs), could backward-partner, buying and reselling transport to offer end-toend enterprise wireless solutions: MVNOs are unlikely to develop enterprise application integration capabilities on their own, but could do so in partnership with ASPs. ISVs are unlikely to start reselling airtime independently, but could do so in partnership with MVNOs. Small ASPs are likely to partner with carriers for customer management and billing, and they don t have the scale to buy and resell network capacity on their own. Larger ASPs may want to own the enterprise relationships while buying and reselling airtime from multiple carriers. Among the many examples of backward partnering: 1) Siebel and GoAmerica have formed an alliance to provide wireless access to Siebel e-business applications on RIM Blackberry devices, and 2) Vaultus (formerly MobileLogic) has partnered with IBM to deliver enterprise intranet access and back-office applications on Sierra wireless modems. Critical Capabilities in the Capture of Value It is unclear who will ultimately capture value and who will fail. However, it is clear that several capabilities will be critical to success. These may be built in-house or acquired through partnerships or alliances: Solutions Development: development of applications tailored to address specific enterprise segment needs. Security: reliable, end-to-end wireless security from the enterprise server through the gateway to the handheld mobile device. Service Management: two basic value-added elements: 1) customerfacing service management (e.g., single sign-on, billing, and crossapplication management), and 2) behind-the-scenes service management, which includes scalability, reliability, multi-network connectivity/ tracking/roaming, interoperability with existing enterprise networks, 7

8 session management, and user moves/adds/deletes. Operations & Customer Care: QOS/SLA guarantees, after-sales service, single point of support, billing. Systems Integration & Professional Services: integration of mobile applications into corporate operations, as well as integration across enterprise applications, consulting, training. Brand: association with enterprise experience and reliability. Strengths and Weaknesses of Industry Participants Carriers Carriers (e.g., AT&T Wireless, Sprint) have a distinct competitive advantage in providing reliable, end-toend, wireless security. Security is highly valued by enterprises delivering intellectual property or proprietary information (e.g., customer databases and sales records) over wireless networks, but enterprises do not have in-house expertise to deliver that security. In order to ensure end-to-end security for wireless data, providers must offer not only secure transmission from the hand-held mobile device to the enterprise servers and back, but also secure encryption/ decryption of wireless data along the way. Gateways that sit between the wireless network and the wireline IP network are critical to this guarantee. They present a potential security breach when they decrypt wireless data sent from a handheld device, transmit it over a wireless network, and then re-encrypt it to be sent over the IP network to the enterprise server. Carriers already own, manage, and operate their entire networks, including the gateways that perform the decryption/re-encryption. They can exploit their brands, which are associated with reliability, to ensure enterprises that: 1) the decryption/reencryption process on their gateways Carriers have a distinct competitive advantage in providing reliable end-to-end wireless security will be fail-safe, and 2) transmission of confidential data over their networks will also be secure. In a few years it is conceivable that security standards across wireline and wireless networks will converge, eliminating the need for decryption/re-encryption at the gateways. This is expected to happen as Internet server platform providers (e.g., BEA, Apache) build software into their web servers to process wireless security standards used by handheld devices, thus enabling total end-to-end security. In the interim, carriers clearly have the ability to deliver unique value on the security dimension. In addition to having a security advantage, carriers are also well-positioned to deliver reliability, i.e., a high level of service availability for the enterprise. Many enterprises hesitate to introduce mobile solutions because mobile networks are not reliable enough there may be no guaranteed bandwidth and/or coverage across networks and geographies. CIOs want to ensure that investments in wireless data translate into anytime-anywhere productivity, rather than productivity only when the user is in-network and the application is up. Carriers also own the customer interface. Their strong brands and robust relationships with enterprises have resulted in a high market-share concentration five players control two-thirds of the U.S. wireless market, which gives them considerable leverage at the negotiation table. Carriers largely control end-user device distribution as well, due to warring network standards. This results in higher switching costs for end-users, again giving carriers more leverage with enterprise customers. A weakness of carriers is in the area of enterprise applications and integration. Carriers do not offer their own enterprise applications beyond and messaging (e.g., no CRM, SFA, ERP, or SCM content) and have little experience with integrating enterprise wireless applications with each other or with legacy wireline systems. Furthermore, 8

9 their consumer-market focus has geared them toward developing applications that are simple and easy to use. The enterprise market, on the other hand, requires sophisticated solutions involving issues including customization, 24x7 availability, and integration. Carriers will need to partner with ISVs and/or ASPs for enterprise application content and with SIs for integration services. MVNOs MVNOs (e.g., OmniSky, GoAmerica) are strong in customer aggregation and targeted marketing to their customers. They are able to aggregate services and formulate specific bundles for specific market segments/affinity groups. They also have expertise in providing crossnetwork integration and middlelayer service management across their service bundles. However, the MVNOs do not have enterprise solutions experience, nor are they familiar with the hightouch customer care that enterprises require, since they come from a high-volume, low-touch environment. In addition, they do not have enterprise application integration experience. MVNOs may need to partner with ASPs who: 1) can provide high-touch customer care, 2) have strong relationships with SIs, and 3) are looking for a partner to take on airtime resale as well as middle-layer service management and operations. ISVs ISVs (e.g., SAP, Oracle, PeopleSoft, Siebel) have the enterprise application content, though it is typically horizontally or vertically focused (e.g., financial services vs. manufacturing, HR vs. finance). ISVs also have strong enterprise brands and relationships and are well-versed in high-touch enterprise customer care. Furthermore, they are somewhat familiar with integration of applications with legacy systems. However, they are typically not very good at cross-application integration (e.g., PeopleSoft working with Siebel). In addition, they are highly unlikely to get into the business of buying and reselling airtime because it is so far removed from their core competency of developing and implementing enterprise application software. As a result, ISVs will probably do best to partner with ASPs for their expertise in application integration and with MVNOs/carriers for their network capacity/middle-layer service management capabilities. ASPs ASPs (e.g., Corio, USInternetworking) license enterprise application content from ISVs. ASPs are familiar with delivering enterprise solutions, but do not own the network capacity, nor do they have the expertise in wireless network and service management to provide enterprise-level QOS for wireless applications. ASPs are struggling with some critical enterprise demands that are unique to an ASP model (vs. a traditional ISV model). These demands include balancing customization against expense and scalability and CIO security concerns that prevent the sharing of infrastructure. On the other hand, ASPs have critical skills in outsourcing enterprise applications at scale. Small ASPs need carriers for several capabilities that they cannot afford to build themselves, such as brand, customer care, billing, and sales force. Larger ASPs are likely to be more independent, as they have A successful strategy for large ASPs may be to adopt an MVNO model themselves by buying and reselling airtime already established many of the capabilities that their smaller brethren lack, but still depend on carriers for airtime. Recent telecommunications industry deregulation requires that carriers unbundle network capacity. This allows large ASPs to negotiate for wholesale network capacity while maintaining their customer relationships. In other words, large ASPs could own the customer interface while also being MVNOs. A successful strategy for large ASPs may be to adopt an MVNO model themselves by buying and reselling airtime. 9

10 CAPABILITY STRENGTHS AND GAPS OF INDUSTRY PLAYERS (EXHIBIT 9) Network access & transport Security, reliability, service management Enterprise application content expertise Enterprise systems integration Enterprise relationships, customer care and support Carriers MVNOs Limited to reselling airtime Limited to connectivity issues Limited to connectivity and some servicebundling issues ISVs Limited to their own application(s) Limited to their own application(s) ASPs Limited to some SLA guarantees and security issues Limited to licensing enterprise application(s) Limited to enterprise application(s) SIs Limited to professional services LEGEND Capability Strength Limited Capability Capability Gap Source: Booz Allen & Hamilton Systems Integrators, Start-Ups and Subsidiaries Regardless of whether MVNOs, ISVs, or ASPs capture the most value, the SIs will have a solid business working with all. They will help integrate enterprise wireless applications with each other and with legacy wireline systems. They will contribute to customization, monitoring and optimization, and maintenance. However, they are not well positioned to be independent end-toend solutions providers themselves since they own neither the enterprise application content nor the network capacity. Collaboration will also be key for start-ups and subsidiaries like Strategy.com, who do have applications and platforms but will need to align with carriers or ASPs to get their platforms adopted and to gain scale. Overall, the various players capabilities (and capability gaps) are summarized in Exhibit 9. Conclusions The key trend in the wireless enterprise market is an increased focus on end-to-end solutions that extend the enterprise s high-productivity applications beyond simple messaging and . Such solutions include SFA, CRM, SCM, and ERP, and will leverage the already significant IT investment made by these enterprises. A complete wireless solution will extend the enterprise IT environment to everywhere and increase productivity for both blue- and white-collar workers. The main drivers of this trend will be: 1) advances in wireless application development and mobile security; 2) key technology enablers such as always-on connectivity, higher mobile bandwidth, and location-based services; and 3) increased enterprise comfort with and demand for complex, end-to-end, wireless applications. Competition in the industry has intensified and value has shifted away from transport toward enterprise application content and service management. Billions of dollars in market capitalization is being created for companies providing value-added services. Players across the value chain must consider this changing landscape as they formulate new business strategies: 10

11 Carriers (e.g., AT&T Wireless, Sprint, Cingular) could exploit a one- to two-year window of opportunity during which they could be critical to filling the end-to-end security gap. They have already established themselves as reliable owners, managers, and operators of network infrastructure, including gateways. While they may also leverage their expertise in service management and ownership of corporate relationships, they will need alliances/partnerships to develop enterprise content and solutions expertise. MVNOs (e.g., GoAmerica, OmniSky), whose entire business model is based on differentiated targeted marketing, have the opportunity to differentiate their products and services as well. But they would need to partner with ASPs for high-touch enterprise customercare capabilities and with SIs for enterprise systems integration expertise. ISVs (e.g., Oracle, SAP) are looking for additional channels and value-capture opportunities. They are likely to partner with ASPs, SIs, and MVNOs/carriers to deliver end-to-end vertical or horizontal solutions, while remaining focused on their core competency of application development. Large ASPs (e.g., Corio, USInternetworking) are able to offer enterprise application content, systems integration expertise, and high-touch customer care experience. They have some strong enterprise relationships, but lack transport and service management skills. A successful strategy for large ASPs may be to adopt an MVNO model The key trend in the wireless enterprise market is an increased focus on end-to-end solutions themselves by buying and reselling airtime though they will need systems integration capabilities and hence, may need SI partners. SIs (e.g., Aether, IBM, Accenture), which must maintain supplier independence, will need to have strong relationships across the value chain with ISVs, ASPs, MVNOs, and carriers alike to deliver best-ofbreed solutions to enterprises. In all cases, how far forward or backward players will move to span the value chain will depend on their existing capabilities and marketplace leverage. Well-positioned players like Aether Systems are quickly establishing themselves as dominant providers of end-to-end enterprise wireless solutions. The time to compete is now. Indeed, enterprise wireless players must act within the next 18 months to: 1) fill their capability gaps in-house or by partnering, 2) identify and focus on critical vertical and/or horizontal enterprise wireless applications, and 3) execute quick-entry programs to bring their offerings to market. By doing so, nimble firms can position themselves effectively to capture value through delivering end-to-end wireless solutions to the enterprise market. Booz Allen & Hamilton Wireless Data Expertise Booz Allen & Hamilton has developed a strong expertise in wireless data, supporting established companies and start-ups in the Americas, Europe, and Asia: Wireless operators in strategy development and implementation for wireless data and next-generation services, market assessments, business plans, auction support, technology assessment, consumer and corporate solutions development and launch support, network roll-out issues, and international expansion; End User and Network Equipment manufacturers in innovation strategy development, product development, market assessments, alliance strategy including definition of business and revenue models, and in-house incubating; Portals and content providers/media companies in product and service strategy, business models, customization strategies, launch preparation, partner selection, and alliance strategies; ASPs in market entry strategy development, product and application development and launch support, alliance strategy, international growth plans development and implementation; Start-ups in product and service strategy development and implementation, technology strategy development, business plans, financing, organization, business development, alliance strategy and implementation, customer acquisition, and service launch. 11

12 Communications, Media & Technology Group Abu Dhabi Charles El-Hage, Vice President Amsterdam Rob Schuyt,Vice President Buenos Aires Jorge Forteza,Vice President Düsseldorf Helmut Meier, Sr. Vice President Gerd Wittkemper, Sr. Vice President Chrisitian Fongern, Vice President Klaus Mattern, Vice President Geza Mayer, Vice President Rene Perillieux, Vice President Wolfgang Schirra, Vice President London Wolter Mannerfelt, Vice President Mark Page, Vice President Fred Knops, Principal Madrid Xavier Garay, Vice President Emilio Montes, Vice President Mexico City Raul Katz, Vice President Munich Adam Bird, Vice President Christian Burger, Vice President Rolf Habbel, Vice Preseident Gregor Harter, Vice President Steffen Leistner, Vice President New York Richard Gay, Vice President Marty Hyman, Vice President Barry Jaruzelski, Vice President Carolina Junqueira, Vice President Mike Katz, Vice President Raul Katz, Vice President Geoffrey Sands, Vice President Jeff Tucker, Vice President Reggie Van Lee, Vice President Vincent Walker, Vice President Paris Patrick Zerbib, Vice President Pierre Peladeau, Principal Bob Preston, Principal Rome Fernando Napolitano, Vice President San Francisco Gerald Horkan, Vice President Sajai Krishnan, Vice President Karla Martin, Principal Sao Paulo Jackson Tong, Vice President Seoul Jong H. Chang, Vice President Sydney Marion Skulley, Principal Tokyo Toshi Imai, Vice President Vienna Christian Fongern, Vice President Warsaw Leszek Stachow, Sr. Associate Washington Ed Cornet, Vice President Jaak Holemans, Principal Zurich Rolf Habbel, Vice President Claudia Staub, Vice President Booz Allen & Hamilton Christian Fongern is a Vice President in the Communications, Media and Technology practice of Booz Allen & Hamilton based in Düsseldorf. Mr. Fongern has worked for many mobile operators across Europe since the beginning of GSM-driven market growth. He has supported several operators in their start-ups and through the development phases. Recently he has been working with Internet service providers, application developers and operators on issues arising from the advent of mobile data and the Internet. Mr. Fongern heads the Worldwide Wireless Internet and Data Taskforce of Booz Allen & Hamilton. Mr. Fongern can be reached at or at Carolina Junqueira is a Vice President and Partner with Booz Allen & Hamilton s Communications, Media and Technology practice based in New York. Ms. Junqueira has worked for several wireless operators in the United States, Europe and Latin America. Most recently, she has supported operators in the development of a wireless data service offering, development and implementation of an alliance strategy, infrastructure deployment and service launch. Ms. Junqueira can be reached at or at Sajai Krishnan is a Vice President and Partner with Booz Allen & Hamilton s Communications, Media and Technology practice based in San Francisco. Mr. Krishnan is also a Principal in Booz Allen & Hamilton s venture-focused partnership, Brothers/Booz Allen. He focuses on strategic and business building issues relating to next-generation telecommunications, wireless and high technology. Mr. Krishnan can be reached at or at Jaak Holemans is a Principal in the Commercial Communications Technology practice of Booz Allen & Hamilton based in McLean,VA, where he specializes in technical and strategic issues facing the telecommunications and data networking industries. Mr. Holemans has led numerous assignments for service providers and equipment manufacturers in the U.S., Europe, Asia and South America. He has helped these companies develop, plan and implement new products and services based on emerging technologies. He can be reached at or at Karla Martin is a Principal with Booz Allen & Hamilton s Communications, Media and Technology practice based in San Francisco. Ms. Martin has worked with mobile carriers and application companies. Most recently she has supported wireless operators in the development of a next-generation mobile enterprise strategy. Ms. Martin can be reached at or at Pierre Peladeau is a Principal in Booz Allen & Hamilton s Communications, Media and Technology practice based in Paris. Mr. Peladeau has worked with mobile operators since the onset of GSM. He has worked with several European mobile operators and mobile Internet start-ups on issues of mobile Internet and mobile data as well as on customer lifetime value. Mr. Peladeau can be reached at or at Kanishka Agarwal is a Senior Associate with Booz Allen & Hamilton in San Francisco. Mr. Agarwal focuses on the high technology and telecommunications industries, especially wireless and enterprise software. Mr. Agarwal can be reached at or at Omar H. Tellez is a Senior Associate in Booz Allen & Hamilton s Communications, Media and Technology practice based in San Francisco. He has led several assignments for carriers and service providers in the U.S., Europe and Latin America. Mr. Tellez can be reached at or at Booz Allen & Hamilton Founded in 1914, Booz Allen & Hamilton pioneered the business of management consulting. Today, it is one of the world s leading international management and technology consulting firms, with more than 10,000 employees in over 100 offices worldwide and sales in excess of $1.8 billion. Booz Allen & Hamilton corporate headquarters are located in McLean, Virginia. Booz Allen s client base includes many of the world s largest industrial and service corporations, as well as major institutions and government bodies around the world, including most U.S. departments and agencies. Booz Allen provides services in strategy, systems, operations, and technology to clients on six continents. The firm delivers a powerful combination of strategy, e-business expertise, industry knowledge, functional capabilities, implementation expertise, and technical know-how to organizations facing the challenges of the new economy. Consistent with its position as a business thought leader, Booz Allen sponsors strategy+business, a quarterly journal containing the best ideas in business. Visit the Booz Allen Web site at or the strategy+business Web site at 12 Booz Allen & Hamilton CMT-006 4/01 3.5M PRINTED IN THE U.S.A.

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