FEBRERO 2015

Balanceando la relacin
entre la red y el modelo de
negocio de los operadores
REPORTE

Patrocinado por:

Producido por:

Balanceando la relacin entre la red y el modelo de negocio de los operadores

Con los mltiples cambios que ha sufrido el mercado de las telecomunicaciones en los ltimos 15 aos,
parece claro que ha llegado la era de la precisin en el despliegue de la red y esto podra significar que la
infraestructura se desarrolle teniendo ms en cuenta el modelo de negocio del operador y no que el modelo
de negocio se adapte a la red, como viene sucediendo. Los usuarios cambian con mayor frecuencia sus
hbitos en el consumo de los servicios de telecomunicaciones y, por lo tanto, su utilizacin de los activos de
red. Para poder soportar esta flexibilidad, los operadores deben desarrollar redes elsticas a travs de
nuevas formas de infraestructura, como las small cells, o la adicin de nuevas tecnologas como Wi-Fi, as
como el uso de espectro con y sin licencia.
A pesar de los cambios en el mercado, los operadores, en general, siguen desplegando sus redes desde el
concepto macro, a pesar de contar datos que indican que el usuario accede la mayor parte del tiempo a los
nuevos servicios de forma nmada y en interiores. Se estima que el 80 por ciento del trfico se produce en
interiores.
Existen algunos ejemplos que podran empezar a dibujar un escenario diferente hacia el futuro. Por ejemplo,
BT en el Reino Unido anunci, antes de su adquisicin de EE, que iniciara el despliegue de su red mvil
empezando por el despliegue de small cells LTE, para utilizar las redes macro de los operadores existentes
para apoyar en la cobertura. BT argumentaba, precisamente, que siendo el trfico ms intenso en interiores,
su red deba empezar a desplegarse desde estos ambientes hacia fuera, y no de fuera hacia adentro como
han hecho tradicionalmente los operadores adems el operador tena espectro en bandas elevadas.

No es casualidad que un operador fijo como BT pensara en lanzar una red mvil de forma radicalmente
opuesta a como lo habra hecho un operador mvil, pues los operadores fijos ya han sufrido la prdida
completa de los ingresos provenientes de los servicios de legado, como la voz, y su negocio pasa, en
prcticamente su totalidad, por el acceso a datos. Podramos decir, pues, que su modelo de negocio ha
empezado a tener ms peso a la hora de desarrollar su infraestructura. A veces las lecciones provienen de
operadores que ni siquiera tienen una red propia, sino que simplemente adaptan su uso a su modelo de
negocio. Este es el caso de los operadores virtuales (MVNOs). Algunos, especialmente en Estados Unidos,
estn demostrando, al igual que BT, que existen otras formas de desarrollar una red de acceso.
Los MVNOs Scratch Wireless y Republic Wireless han lanzado su servicio ofreciendo como acceso principal
los puntos de acceso Wi-Fi, siendo la red macro de los operadores tradicionales un apoyo para cuando el
usuario no tiene acceso a esta tecnologa. El operador de cable Comcast en Estados Unidos anunci
recientemente un servicio similar, pero en su caso obviando completamente el acceso a travs de redes
mviles, y ofrece servicio mvil slo a travs de Wi-Fi.
LTE-Advanced y la 5G estn a la vuelta de la esquina y los operadores deben empezar a replantearse como
desarrollan y mantienen sus redes de telecomunicaciones, teniendo ms en cuenta cul es su modelo de
negocio, para que el desarrollo y mantenimiento de la red tambin lo tenga en cuenta. Pensar simplemente
en velocidades y latencia de la red no puede ser el objetivo de la 5G, porque hasta la fecha, ni velocidades
ni latencia en s mismas han podido ser monetizadas por los operadores, y slo podrn serlo si estn
asociadas a aplicaciones que exploten estas caractersticas.
El reporte que sigue a continuacin presenta Primavera Enterprise Project Portfolio Management (EPPM) de
Oracle, quien considera que este producto es clave para que los operadores puedan tener la flexibilidad
necesaria para acometer los cambios que se producen en el mercado. Segn Oracle, la solucin Primavera
EPPM permite alinear el negocio a travs de la transformacin, reduciendo el riesgo y el gasto en
infraestructura (CAPEX) a la vez que se consiguen los objetivos en el menor tiempo posible.

www.telesemana.com
telesemana

Show your Network

some Love Network
Lifecycle Management

Oracle Network Insights Series

PRIMAVERA

Data growth drives network investment

Network rollouts and upgrades could be some of the biggest capital
projects operators embark on, and they are vital to future success.

Time to get passionate about detail

A network upgrade is a gamble. How much will it cost? How many will
subscribe? Where will they be? How much will they be willing to pay?
Get it right, and the business picks up the winnings. But the capital
costs mean the stakes are high.

In 2012 EY found that 80 percent of

operators said their #1 issue was
capex demand due to data growth.

With mobile and fixed-line networks, technologies are developing at a

rapid pace. Competition is ferocious.

For mobile operators the focus has been on rolling out 3G and 4G
networks, while for fixed-line providers, its been the rollout of next-

Every network operator faces the

unceasing challenges of delivering
ever faster performance, introducing
new services, providing greater
access and improved reliability.
So avoiding the gamble is not an option, but you can get better odds
with accurate forecasts, perfect planning and excellent execution.
Show the network some love and it will prove valuable.
A report from EY, formerly Ernst & Young, says: In the coming years,
operators expect to face a new wave of capex and regulation as they
make the transition to all-IP networks.1
Operators can only decide where to invest if they have detailed plans
revealing the cost of equipment, skills and subcontractor services.
A breakdown of thousands of sites is necessary to determine where
consumers and businesses will sign up, making the investment
worthwhile, and where it is best to wait. This is why network lifecycle
management is crucial, right from the off.

2 | Oracle Insight Series

generation fibre.
Data demand is not just coming from consumers and businesses. The
internet of things and machine-to-machine networks will also require
new capacity. By January 2014 there were 428 mobile operators
offering M2M capabilities in 187 countries, equivalent to 4 in 10 mobile
operators worldwide, according to GSMA Intelligence2.
Clearly there is a competitive drive towards new network planning
and rollout and a business need to see returns on these massive
investments. Yet nearly two-thirds of the telecoms executives said
capex planning is driven by technological considerations rather than
business objectives, according to research by PWC3.

Executives deeply frustrated with capital project

planning and execution
Following interviews with 22 telecoms executives from a
representative cross-section of companies and regions, PWC
found half complained that management structures lack sufficient
accountability and incentives, while just under one-fifth said capital
project proposals involved too much paperwork and too little insight.

[The telecoms sector] is spending

lots of money on new infrastructure,
but its not optimising returns. Most
telecoms executives admit as much;
they say the process of allocating
and managing capital is both deeply
flawed and deeply frustrating, the
PCW report said.

Given the as yet untapped potential of copper over short distances,

we wonder whether it is really sensible at this stage to take fibre right
to peoples homes, said Rupert Wood, author of the report and lead
analyst for Analysys Masons Fixed Networks research programme.
Once approved, a network capital project can be hideously complex.
It is a massive change programme involving sub-contractors and
suppliers as vital agents of success. It could involve thousands
of sites across a country, each one having equipment changed.
Technology such as 4G might require new sites, so operators need
to select locations, acquire permits and negotiate contracts. All this
must be co-ordinated in conjunction with the contractor providing
the technical back-end. Timing and synchronisation of work are vital,

The problem lies in the fact that customer numbers, revenues and

because any delay is a delay to returns. Operators can only reap

profit forecasts come out of one part of the business, while estimates

revenue when the project is finished.

of technical costs come out of another, with little communication or

understanding between the two, PWC found.

According to EYs 2012 report, suppliers are becoming increasingly

important in the rollout of new technology. Operators offer out 40

As a result more than half the respondents in the survey estimated

percent of design and planning to third parties, and for construction

that about 20 percent of their companys capex is spent on assets

and integration the figure rises to around 60 percent.

which do not recover their cost of capital.

20 percent of their companys capex is

spent on assets which do not recover
their cost of capital.

Research from Analysys Mason also highlights concern over where

An increasingly common strategy

among our survey respondents is to
have network rollout and systems
integration work carried out by
vendors or contractors rather than inhouse teams.

to invest in networks. Between 2012 and 2017, fixed operators in

developed economies are predicted to spend $53.5 billion on fibre
network rollouts, the research firm said4. The report, covering Central
and Eastern Europe, developed AsiaPacific, North America and
Western Europe, predicts the amount operators spend, and the rate
of progress in extending the availability of superfast and ultrafast
broadband to end users will vary enormously, raising questions about
appropriate and efficient use of capital.

The importance of the third-party expenditure on these services

is shown in its rising share of operator capital expenditure, the EY
report says.
In general, vendors become involved when the rollout or integration
is especially complex or is being carried out on a very tight schedule,
the report says.

Oracle Insight Series | 3

Manage change more effectively

The involvement of third-party contractors and the complexity of
network rollouts mean strategic control of these projects is critical to
the overall success of the business. A lack of communication between
commercial projections, project planning and execution or external
teams can be fatal. Given the interdependences within a large scale
project, a small hold-up to one element of the programme could cause
a significant delay to the whole project, jeopardising millions
in revenue.
Professional tools are essential to manage these risks and improve
the chances of return on investment. Oracle Primavera Enterprise
Project Portfolio Management provides a platform that enables

And when the network is handed over to maintenance teams,

the resulting enhanced productivity enables organisations to run
leaner. The momentum is maintained. Real-time coordination and
collaboration consign duplication, wasted effort and inaccurate or
slow reporting to the past.
The prize is considerable. EY has estimated improvements in capital
and operational management presents the opportunity of 40 percent
savings to network operators5. Professional management tools like
Primavera are worth the investment and have a significant impact on
the bottom line.
Show Your Network Some Love.

people, resources, assets and external suppliers to work as one.

Better strategic decisions

With Primavera, detailed planning becomes more meaningful since
nothing is left to chance. Nothing is vulnerable to random acts of
inconsistency in reporting. It offers real-time updates and complete
pan-project awareness of the mission-critical relationships between
stages and teams.
It also provides systematic controls to ensure operational excellence.
When a supplier achieves a milestone, all parties know its happened,
because Primavera provides a single version of the truth. Operators
no longer have to send teams around the country to validate the
progress of the build phase; full visibility through executive level
management dashboards verifies the actions in real-time.

4 | Oracle Insight Series

References:
1 Future network operations http://www.ey.com/Publication/
vwLUAssets/Future_network_operations/$FILE/Future_network_
operations.pdf
2 Mobile World Congress 2014 post-event report http://www.ey.com/
Publication/vwLUAssets/EY_-_Mobile_World_Congress_2014_postevent_report/$File/EY-mobile-world-congress-2014-post-event-report.
pdf
3 We need to talk about Capex http://www.pwc.com/en_GX/gx/
communications/publications/assets/pwc_capex_final_21may12.pdf
4 FTTx roll-out and capex in developed economies: forecasts 20122017
http://www.analysysmason.com/About-Us/News/Press-releases1/
FTTx-forecast-PR-Apr2012/
5 Optimize network OPEX and CAPEX while enhancing the quality of
service http://www.ey.com/Publication/vwLUAssets/EY_-_Optimize_
network_OPEX_and_CAPEX_while_enhancing_the_quality_of_
service/$FILE/EY-optimize-network-opex-and-capex.pdf

About Oracles Primavera

Contact

Oracle is the leading worldwide provider of project portfolio

If you want to find out more about

effectively managing your network
across its entire lifecycle, wed love to
hear from you.

management solutions for project-intensive industries. Our

Primavera enterprise project portfolio management applications
help organisations propose, prioritise, and select project
investments and plan, manage, and control the most-complex
projects and project portfolios.

EMEA & LAD: +44 (0) 870 8 768711

APAC : +65 6645 1365
China: +86 10 6106 5836
Japan: +81 3 6834 5241
US: +1800 423 0245
www.oracle.com/eppm

PRIMAVERA
Oracle Corporation
World Headquarters
500 Oracle Parkway
Redwood Shores, CA 94065
U.S.A.

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Oracle Insight Series | 5