Ims Next Gen Comm Networks 080905

Next Generation Communications Networks

IP Multimedia Subsystems (IMS) – the open industry standard supporting the next generation of converged network services Creating a new breed of service provider

This white paper: • Describes how changing consumer demand is reshaping the competitive environment • Presents an overview of IMS and how service providers adopting the standard can create a customer-focused, service rich environment • Presents the steps a service provider can take to make the move to an IMS-based next generation network

Contents Introduction .......................................................................................3 Market Dynamics Pulling Service Providers into the Next Generation Architecture .......................................................3 Changing Consumer Requirements ...........................................................4 Evolving Competitive Environment............................................................4 Commoditization.........................................................................................5 Technology Advances ..................................................................................6

The Changing Communications World ...............................................6 Brand Loyalty ..............................................................................................7

Open Standards: Key to Service Provider Success ................................7 IMS: Creating a Customer-Focused Environment ......................................8 Providing a Rich Service Environment .......................................................9

The Network Demands of Next-Generation and Current Applications .................................................................10 Making the Move to IMS ..................................................................11 Wireline Service Providers.........................................................................11 Wireless Service Providers .........................................................................11 Cable Service Providers .............................................................................12 Making the Move ......................................................................................12

Next Generation Network – The Time is Now....................................14 References:.......................................................................................16 About the Author ............................................................................16

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Introduction The next generation communications network is already taking shape, driven by the demand for new, converged services from consumers and business professionals alike. To take advantage of this opportunity, service providers are adopting new business models and moving to open standards in order to provide their customers with ubiquitous services that can be accessed by any end-user device. IP Multimedia Subsystem (IMS) is emerging as the industry standard of choice for the next generation network. IMS was initially developed by the 3GPP (3rd Generation Partnership Project) and 3GPP2 organizations, primarily as an IP core network architecture for cellular/wireless operators. Industry leaders are now turning to the standard to support converged services from all types of services providers – wireless, wireline, cable, and applications. The IMS architecture allows service interoperability across network operators, open interfaces between network elements, and equipment interoperability between infrastructure vendors and applications. The increasing acceptance of IMS, along with the largest demand for new communications services in history, is creating a dynamic market environment that is forcing service providers to take a hard look at their current services and business models. This white paper discusses the current market environment, including the evolving competitive environment, the trend toward commoditization, and rapid advances in technology. It provides a high-level exploration of the IMS architecture, and looks at the impact of the standard on present and future applications and the bearer network infrastructure. The paper also examines some of the “first steps” and other considerations that service providers should explore as they move towards the next generation network.

Market Dynamics Pulling Service Providers into the Next Generation Architecture Business managers know they must balance controllable variables – such as Product, Price, Place and Promotion – based on customer demands and other factors, such as competition and technology. In the world of next generation networks, many of these variables are changing simultaneously, a unique situation that is having a major impact on the way service providers manage their business. Among the major factors fueling these changes are: • Changing consumer requirements • A rapidly evolving competitive environment • Commoditization • Technology advances

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Changing Consumer Requirements

There is an increasing consumer demand for new, ubiquitous services that can be accessed via any end-user device. The key consumers driving the market include Generation Y, the population born after 19761, and business professionals who have embraced technology at work, home, and on the road. The significant disposable income of Generation Y has attracted the attention of today’s service providers. This market segment’s buying behavior has been greatly influenced by the Internet, gaming, mobile phones, and digital recorders, providing a perfect target for communications services.2 This market segment can be further subsegmented to a teenage market consisting of 500 Million 13-19 year olds in Europe, North and South America and the industrialized nations of Asia and the Pacific Rim. Members of this demographic have experienced intense exposure to television (e.g., MTV broadcasts in some 139 countries), movies, travel and, of course, the Internet.3 This segment of the population, totally at home in our new electronic age, sees no reason why an application residing on their PC should not be available on their mobile device, as well. The second group of consumers driving demand for new network services includes business and other professionals who are exposed to technology in every aspect of their lives. Currently they access their networks at work, at home, and on the go using different log-ins, buddy lists, and address books. This segment wants the convenience of combining these networks in order to be able to seamlessly and efficiently access their electronic information anytime, anywhere, using a variety of devices. These two market segments are driving a heightened market demand for communications services ubiquity. Service providers are meeting this demand today through a variety of offerings, including repackaging, service bundling, and new technology implementation. Most of these solutions are either cumbersome requiring extensive back office processes for operations and billing, or are being delivered in the form of vendor based proprietary implementations. Evolving Competitive Environment

In yesterday’s communications world, there were companies who provided POTS (plain old telephone service) as a staple of their business. But over the last 20 years there has been an explosion of mobile operators, cable operators, alternative service providers, and applications providers, to name just a few. At the turn of the century, the marketplace began to change as service providers started encroaching on each other’s market domains. By the end of this decade, a service provider will be defined as a company who takes care of electronic communications needs over a next generation network – the service provider will morph into a “communications provider.”

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This creates a very competitive situation for today’s service providers – they not only have to cope with their traditional competitors, but various new entrants, as well. This new, formidable competition includes companies that are emerging from closely related communications segments, as well as competitors who were able to overcome the barriers to entry of large investments in network infrastructure and unforgiving regulatory requirements by leveraging technological advances such as VoIP. Recent industry entrants are moving beyond traditional business models with new offers, advanced features, and radical pricing structures. Utilizing peer-to-peer communications based on moving intelligence into the end user device, competitors such as Skype offer free unlimited global in-network voice calls. Vonage, another new market entrant that provides service to customers who already have public Internet access, is creating price pressure on voice services with a very low flat rate unlimited calling plan. Having taken advantage of relatively low market entry barriers, these alternative service providers are siphoning customers from the traditional service providers. Owning the access no longer guarantees customer ownership – service value and brand are the key differentiators of the new communications provider model. Service providers need to meet the challenge of creating outstanding service environments where service offerings are continuously refreshed and improved. If they do not, market dynamics could drive customers to the edges of the network, where edge devices and application providers will reap the profits. Commoditization

Due to heightened competition, the ability to match competitive service offerings more rapidly, and constant price pressure, the rate of service offering commoditization has increased dramatically in the communications industry. The effect of price pressure and retention of premium pricing has not only affected voice services – premium data services have also experienced rapid price reductions. A good example of today’s commoditization is the changes associated with voice and image sharing. For voice, it took well over a decade for mobile operators to experience enough price pressure to offer customers free nights and weekends. As the voice price wars escalated, operators were forced to bundle minutes and family plans and, in just the last few years, free in-network calling. The second example, image sharing, experienced price pressure over a much shorter time period. In early 2004, picture sharing was a novelty to most consumers – it was priced accordingly at roughly $1 per shared image, allowing service providers with early offerings to reap the benefit of skim pricing. However, as competitors matched their offerings and picture sharing became commonly available, price erosion began. Today, some vendors are offering a free trial period to all customers on their network, others have dropped the price to 25 cents per image share and finally some have offered a packaged deal of unlimited photo sharing and texting for $5/month.

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With a larger supply of application developers creating new and/or improved services which can be offered by service providers and carried over fatter pipes to the user endpoints, we will continue to see new offerings created, then matched by competition leading to price erosion and faster service commoditization. The only way to continue realizing healthy profit margins is to be nimble – those providers that are first to market will reap the benefits of premium pricing over the longest period of time. However, there is an alternative to creating broad service offerings. A service provider can decide to not chase a wide variety of new service offerings, but rather focus on a few considered as table stakes in the market and become a conduit for Applications Service Providers (ASPs) and Mobility Virtual Network Operators (MVNOs) – in other words, accepting the role of access and transport provider. Because this portion of the industry is extremely price sensitive with little price flexibility, service providers have to exercise diligent cost control in order to be profitable. Technology Advances

Technology innovation has allowed vendors to add new features, reduce costs and enter markets they could never have afforded to enter in the past. The tremendous adoption by end users of the Internet and broadband access worldwide has opened a large potential market for data rich services, which utilize the larger bandwidth now available all the way to the edges of the network. WiFi (Wireless Fidelity) and WiMAX (Worldwide Interoperability for Microwave Access) adoption will make accessibility to broadband services available to an even greater number of people and venues. Later in this paper we will examine how the implementation of an IMSbased architecture will allow multiple applications to be run simultaneously during one session. The ability to deliver these multiple broadband services concurrently, or even in a blended fashion, across fixed and mobile infrastructures with broadband capabilities provides only a glimpse at what the new Communications World will be able to provide.

The Changing Communications World Heightened customer demand, increased competition, and technological advances have created a perfect incubator that has hatched today’s advanced communications. Twenty years ago, it was common to communicate using a wired telephone or send a letter using the post office. Only ten years ago, mobile telephones were reserved for emergencies and people were happy to have a networked personal computer. Today Instant Messaging (IM) has replaced many voice conversations, meetings are arranged through electronic calendars, and an entire generation is using mobile phones as their primary voice medium. For service providers, this new communications environment is rich with opportunity – they have an unprecedented chance to create differentiated services, delivered by new methods, to eager consumers who are willing to pay a premium for innovative products and services.

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Brand Loyalty

Because the cost of changing service providers is either nominal or nonexistent, retaining customers is becoming more difficult. As a result, service providers are in a race to provide lifestyle services which will increase brand recognition, reinforce the customer’s positive experience, and ultimately create brand loyalty. Brand is becoming a key differentiator in the new market environment. The customer experience created by a service provider’s particular brand will have its own identity and character, and will provide easy personalization to satisfy customer preferences. This branded look and feel, ease of use, and mix of services will induce customers to stay loyal to a particular service provider. Research shows that a five percent improvement in customer retention can increase a company’s profits by 70 to 80 percent.4 This fact alone is reason enough to begin adopting the new communications business model and the network architecture that supports customized user experiences.

Open Standards: Key to Service Provider Success For successful service providers, winning will mean implementing a new customer experience model – a model that provides a highly personalized experience for the end user that is supported by the rapid introduction of new services and access to those services from the device of their choice. Further, the customer’s experience will be enhanced by being able to add or change services via a Web portal. The ability to create this type of positive customer experience is best supported by a network based on open standards. Open standards facilitate the development and implementation of new applications and services by third parties. Many of the applications and services currently being offered are developed by third parties and then repackaged and sold by the service provider. Without open standards, these third party applications will be unable to interact, leading to custom, proprietary applications which are inherently more costly. In addition, open standards facilitate interoperability between service providers. This is critical – the customer does not want to have their application or service experience interrupted, changed, or unavailable simply because they have traveled outside their service provider’s geographic domain.

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IMS: Creating a Customer-Focused Environment

IP Multimedia Subsystem (IMS) is an open standard that provides a structure for creating a customer-focused service rich environment. Its many advantages include: • A framework for any kind of access – wireless or fixed – and any kind of media including voice, text, image, video or a combination supporting multiple devices and endpoints • Interfaces between applications, network layers and back-office systems are open, non-proprietary • Interoperability between Public Switched Telephone Network (PSTN) and legacy IN-based services • A unified database, Home Subscriber Server (HSS), utilized for common data share, single user profile and single sign-on • Facilitates service provider interoperability while hiding the underlying network • Allows the subscriber accessing the network to enjoy the consistent brand experience of their home network • Separates the applications layer and the session control layer, allowing multiple applications to be active simultaneously, as well as blending applications IMS builds on the Session Initiation Protocol (SIP). It addresses some of the limitations of Session Initiation Protocol (SIP) and the Internet Engineering Task Force’s (IETF) Real Time Protocol (RTP), such as the inability to run multiple applications to serve a single subscriber simultaneously. IMS takes the next step in security providing “trusted” interactions, and Call Detail Records (CDRs) for billing and interoperability between wireless and wireline access networks.

IMS Improves Resource Use & Allows Improved Customer Experience Point Solution Architecture IM

VoIP

IMS Architecture VoD

USER DATA Web Portal

APPLICATION

SESSION

ENDPOINTS

Voice Video Presence

Figure 1 – Improved resources and customer experience with IMS

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Providing a Rich Service Environment

The current proprietary blending of Presence into Push To Speak is a good example of why IMS provides a better solution when compared to existing point solution implementations. Currently, a variety of vendors offer Push to Speak by bundling IM buddy lists using Presence with the Push to Speak capability. Each vendor has married these sub-applications in a proprietary manner. As a result, this bundling does not allow one instance of Presence to be shared with other applications. In fact, in today’s networks, only one application can operate per session, which is why we see subtending applications within one bundled application. With IMS, the applications and call session control are separated. The subscriber information is stored in a centralized fashion and the Serving Call Session Control Function (S-CSCF) integrates the multiple applications, allowing multiple applications to be active during one session. Returning to the Push to Speak example, this would mean that we are able to unbundle the Presence application from the Push to Speak application, and allow a separate application (e.g., IM) to share it. In the long run, there is no duplication across multiple applications to replicate functionality, in this example - Presence. The applications implementation is more streamlined and allows the service provider increased flexibility in determining how its service offerings will blend multiple applications – control is placed in the service provider’s hands. The IMS standard allows the service provider to blend services and create a service rich environment where customers can personalize their service experience, without dictating how service enablement and the customer interface will be managed. How the service provider takes advantage of this opportunity to create a unique service environment will lead to a competitive advantage – customers will be attracted to the personal preference flexibility and access to a variety of new services in categories such as entertainment, personal productivity and content delivery. With an IMS architecture in place, service providers can offer new applications to their customers more quickly and across multiple access venues. The end customer will have single sign-on and access to a myriad of applications through user-friendly interfaces. Users will access their home network, which is rich in personalized services, from any place in the world over a standard IP connection. Behind-the-scenes application providers can create their offerings based on an open standard, thereby allowing the free market to drive new and creative applications. Service providers, armed with a comprehensive understanding of their customers’ demands and value requirements, will be able to develop and offer unique service offerings in order to outmaneuver their competition.

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In addition, the teaming of service providers with application providers – such as Yahoo, America Online, MSN, and content owners like Virgin and Disney – are only the beginning of relationships that will be forged in this dynamic new environment. The IMS standard and resultant network implementations will create an environment that supports and encourages an expansion of teaming by both content and application developers to create a unique services environment specific to a service provider’s brand.

The Network Demands of Next-Generation and Current Applications Investments in IMS enable service providers to offer traditional applications, such as voice services, while adding appealing enhanced features, such as unified messaging, multi-media messaging, and multiparty conferencing, at a lower cost. The next generation network based on the IMS standard will enable innovation and rapid realization of many new service offerings, including content delivery, interactive gaming, and entertainment. Blending multiple applications, such as presence, location and video, is simplified and can easily be repackaged into new service offerings based on changing customer demands, creating an enhanced customer experience. These new and exciting services, and the blending of these services, will drive revenue streams and keep service providers competitive. However, these services will place a variety of new requirements on the network, such as more aggressive bandwidth and latency demands. As more applications are created – either real-time, such as voice, or near realtime, such as streaming video – the demands on the bearer network will increasingly require progressive Quality of Service (QoS) management and network design. Understanding the IMS-based architecture, the solution implemented by an individual service provider, and the demands of the service applications currently offered and those planned in the future, will be critical in evaluating the underlying network’s capability to provide a high level of service quality. The new service planning and related network planning must take into account network latency, jitter, network element and call setup delay, and transcoding, to name just a few. Real time or near real-time services packet mis-order and loss will impact customer experience and may affect customer loyalty. Service providers must not only plan for how they will offer new applications on the next generation network, but they also need a strategy relative to current service offerings – including how long to remain operating in a hybrid network environment. For a while they can compete by offering the same suite of services delivered by multiple overlay networks bundled behind the scenes through complicated billing arrangements and labor-intensive provisioning. However, it is only a matter of time before that model is no longer viable as the service provider’s competitors implement more streamlined, cost-effective vehicles for providing customer-friendly blended service offerings using an IMS-based architecture.

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Making the Move to IMS Convergence of voice, data, and content services along with the melding of service provider types affects more than just the network infrastructure. It also impacts corporate strategy, marketing, business operations, network operations and service development. It will inevitably change the way business is conducted. Each segment of the market and each service provider will migrate to the next generation network from a different starting point. Wireline Service Providers

Wireline service providers have a web of customized overlay networks, creating a complex interconnected environment. For this reason, they will find it challenging to migrate gracefully to an all IP-based network. They must take into account a myriad of interrelated technologies and operational aspects of their business as they evolve from a Time Division Multiplexer (TDM)-based network with separate, non-integrated, often redundant components to an open standards IP-based network such as IMS. From a business perspective, they must consider what new services they will offer their customers and when the timing will be right to migrate each of the current services to the next generation platform. Further, they must consider how they will expand their offerings and networks to allow multiple types of access such as cellular handsets, WiFi, and set-top boxes. The ability to provide the customer with a combined and seamless wireline and wireless experience providing access to a variety of content will be the hallmark of the communications provider. Wireline service providers must consider how they will obtain and integrate wireless capabilities as well as determine the best way to incorporate content into their service offerings. Wireless Service Providers

Wireless service providers, driven by ARPU (average revenue per user) requirements and the greatest customer pull for new applications in history, are deploying (Code Division Multiple Access) CDMA-2000 (Evolution Data Only) EV-DO and (Universal Mobile Telephone System) UMTS networks to support a broader base of data services, such as faster Internet access and multi-media messaging applications. They are also beginning to implement WiFi networks and seamless roaming capabilities. The adoption of 3G networks and WiFi address network advancements in the access portion of the network only. Wireless service providers must also plan for service blending, content delivery and network-related convergence. To provide a competitive service environment rich with blended lifestyle services, wireless service providers must begin to implement Call Session Control, HSS and an IPcore based on IMS standards. Wireless service providers must recognize, a single access technology will not satisfy all of the needs of the “communications” customers. Very high bandwidth services available today only via a wired connection are highly valued and will be demanded from the converged communications provider. Services such as HDTV, high speed Internet access, and real-time video are examples of

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services in demand today which will not be available through a pure wireless connection in the mass market for a decade or more. Wireless service providers must determine how to penetrate the communications services consumed in the home both from a content and delivery perspective. Cable Service Providers

In order to compete in the new world of convergence, cable service providers will want to offer their customers a variety of multi-media services. They have expanded beyond their strong video applications point of market entry into voice and data offerings. Some began by implementing overlay networks for these new services. As networks converge, this segment, in order to effectively compete, must also examine the need to move to an open standard IP-based architecture. Cable service providers have similar hurdles to jump as their peers move from the Wireline service provider market. Both market segments must evolve their service offerings to provide a seamless wired and wireless experience. The cable service providers must also overcome the narrowly defined market position perceived by a portion of their target market. Often, even those who purchase data and telephone services, think of cable service providers as a broadcast or content provider, and not necessarily as a provider of communications. It will be important to shift the mindset of these consumers in order to compete effectively. In the United States the harbingers of change have already begun to arrive. Mergers such as SBC/AT&T, SPRINT/Nextel and Verizon/MCI are just the start of market consolidation among service providers. In the long run, we will see a consolidation among a broader array of service providers. They are all competing for the same customer and offering a similar suite of services, although their paths to convergence will differ based on their current networks and service offerings. The move to this converged network is rife with challenges, unforeseen pitfalls, and an astounding network complexity when considered in total – a mix of hardware, software, disparate technologies, legacy systems, operating systems, billing systems, etc. But the move toward convergence is essential to decrease risk of market share loss. Making the Move

So, when does it make sense to migrate current customers and services to the next generation network? In evaluating this question, many interrelated variables must be weighed. Service providers must thoroughly understand their current business and the business they want to be in when the new decade arrives. They must weigh current service offerings, current customer migration, new service offerings, and new customer implementation against the cost associated with all of the network enhancements, both from a financial and competitive perspective.

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There are a myriad of initial steps that each type of service provider can take in preparation for the move to a full IMS-based network. The very first step is the same for everyone – make a sound business decision regarding when, where, and how your company will move to IMS. Fundamentally this requires some understanding of IMS, its capabilities, limitations, architectures, and benefits. In terms of implementation, a key, common first step is pre-conditioning the network. Pre-conditioning allows for a smoother transition to IP, as well as creating a healthy access network to support the IMS architecture. Preconditioning may include: • TDM switch consolidation • Office consolidation • Optical network upgrades to next generation equipment • Operating system and database clean-up Access implementation may include: • CDMA-2000 EVDO • UMTS / HSDPA (High Speed Downlink Packet Access) • ADSL (Asynchronous Digital Subscriber Line) / VDSL (Very high data rate Digital Subscriber Line) Even simple areas such as common naming standards and terminology standards need to be thought about as switching, data, and interoffice facility capabilities are combined. All of this must be accomplished with a clear concept of the targeted end-state architecture, or re-work and additional overlays may be necessary. Readiness assessments and related implementation efforts are also excellent preliminary steps to prepare the network for the more extensive IMS-based implementation. Analyzing weak points in the current IPbased network, or making predictive analyses of the affect of multi-media applications, are activities that will assure higher quality of service. Identifying possible bottlenecks or weak points in the IP core allows the service provider to implement and offer new, more network-intensive services with the confidence of attaining a specific level of quality. This is important for ensuring both residential customer satisfaction and meeting the requirements of enterprise services with related SLAs (Service Level Agreements). Service providers who have not already implemented MPLS (MultiProtocol Label Switching) backbones or QoS policies and devices are already behind the curve – these elements are essential to support the bearer traffic resulting from the explosion of new applications. In addition to these consultation, pre-conditioning, and readiness activities, service providers will take steps to transition their services onto an IMS-based network based on their individual circumstances.

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Some examples of phased-in service capabilities at the macro level are illustrated in Figure 2. The order and timing of each capability depends on the service provider’s individual network and business conditions.

Possible IMS Macro Steps Taking the First Step Wireline Service Provider Example Voice Data Overlay Voice Messaging

Low-cost VoIP Core Residential & Enterprises

Single Sign-on IP Television Anywhere Access Multi-Media Messaging IMS Native Services/Bundling

Services Blending

Current

Access network migration to all-IP

Future Communications Service Provider

Wireless Service Provider Example Voice SMS Voice Messaging

Data Services

Single Sign-on Anywhere Access

Seamless Roaming

IMS Native Services

Current

Multi-Media Messaging

Access network migration to all-IP

Future

Figure 2 – Possible IMS Macro Steps

The transition to IMS will most likely occur in discrete steps that focus on capturing additional revenue or decreasing cost. In the best case scenario, each step helps to substantially fund the next step in the progression to an all IMS-based architecture.

Next Generation Network – The Time is Now In the past, the service provider would improve a portion of a network resulting in cost savings or improved service offerings that were passed on to residential or enterprise customers. In today’s market-oriented world, customer demands for richer services are creating the impetus for network improvements and changes. This fact, coupled with rapid improvements in technology has created a drive toward an open standards-based architecture such as IMS. The next generation network spans access, session control and applications layers with the benefits of single sign-on and authentication. Faced with this level of complexity, as well as increasing customer demand for new and innovative applications, service providers are confronted with an enormous problem that must be broken into logical cost-effective pieces leading to a satisfactory end game.

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There is no doubt that we are moving toward a converged network that will create a new market segment. At the very least, this new market segment will encompass and replace today’s segmented wireless, wireline and cable market – and perhaps include additional segments such as entertainment and satellite. A new, more inclusive category of provider will emerge – communications providers that will deliver services and applications across all access types. Those who succeed in making the transition will get there through good business strategy, new technology implementation, solid application and network planning, and efficient network migration. As data, voice and video are carried over an IP-based network core with customers accessing their services from both fixed and mobile venues, complexities in subscriber information, application management and network infrastructure must all be managed in a coherent fashion. Service providers must invest in a timely manner to mitigate the chances of lower competitiveness and higher churn. Working with solution providers that are experienced network integrators and have a strong ecosystem with the ability to create customer-based best-in-class solutions, will increase the service provider’s chances of success. Another important first step toward success is locating and teaming with “convergence thought leaders” who can help with: • Business strategy and service planning • Network and applications selection • Evolution and migration planning • Hybrid network management • Cost effective and efficient implementation processes • Network management and maintenance Given the present trends, the communications industry in each global region is moving toward an oligopoly, with a variety of niche players supporting a small number of larger players. Service providers need to take action now in order to emerge, at the end of this journey, as one of the leaders in this new competitive arena created by the emergence of next generation communications networks.

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References: 1

Eric N. Berkowitz, Roger A. Kerin, Steven W. Hartley and William Rudelius. Marketing, Seventh Edition (McGraw Hill, 2003), pp. 77-78.

2

Ibid.

3

Ibid, p. 181.

4

Ibid, p. 125.

About the Author Ann Marie Vega Lucent Technologies – Lucent Worldwide Services

Ann Marie Vega has worked in the communications industry for 20 years with specific experience in product management, market management, strategy, and global practice management. Her educational background includes an Honors degree in Marketing from the University of Massachusetts, as well as an M.B.A. from Babson College. Ann Marie is also an adjunct professor in the Marketing Department at the University of New Hampshire.

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