Download e-book for kindle: Strategies for Success in the New Telecommunications by Karen Strouse

By Karen Strouse

The writer examines the sluggish speed of aggressive improvement within the US telecommunications and the shortcoming of risk-taking to supply shoppers with a greater carrier. the writer additionally considers the location in different constructed nations.

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Additional info for Strategies for Success in the New Telecommunications Marketplace (Artech House Telecommunications Library)

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The remainder of Strategies for Success in the New Telecommunications Marketplace will analyze which strategies are most likely to succeed and which are less desirable for contenders in this fiercely competitive arena. References [1] Booz-Allen & Hamilton, “The Last-Mile Dilemma: Strategies in the Local Loop,” Insights, Vol. 3, Iss. 1. com, Vol. 3, No. 6. [3] Barnich, T. , “State of the CLECs: 1999,” America’s Network, Vol. 103, No. 11, p. 14. [4] Hill, G. , “Telecommunications (A Special Report): Bypassing the Bells—Consultant’s Call,” Wall Street Journal, Eastern edition, Vol.

When Intel delays a chip by weeks or months, its stock shudders. When monopoly-based cellular service took a regulatory lag of decades between invention and deployment, few stakeholders noticed. Today’s Telecommunications Landscape 27 Companies moving from regulation to competition will learn to launch products quickly. In a competitive market, not only are competitors everywhere, but information about their own deployment schedules is only as good as competitive intelligence. There is substantial pressure to move to market as quickly as possible.

First, while their access to capital is excellent, their financial structures can be a disadvantage compared to their newest competitors. The typical technology start-up is debt-free, capitalized well beyond the Today’s Telecommunications Landscape 41 value of its assets, by investors who require neither short-term profitability nor dividends. The typical incumbent access provider has a high debt ratio—useful for a blue-chip stock, but not for an innovator in new markets—and supports an investor base that is risk-averse and dividendhungry.

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