Enterprise Network Outsourcing: A Competitive Landscape in Transition: Industry

Enterprise Network Outsourcing: A Competitive Landscape in Transition

Product Type: Market Research Report
Published by: IDC
Published: August 2006
Product Code: R104-27261

Description

This IDC study provides insight into the changing competitive dynamics of the market for network outsourcing.

"At IDC, we believe that manner in which network services are delivered to enterprises will experience dramatic changes in the next few years. These changes in service delivery models will transcend technology and impact the very manner in which companies compete. It is essential that companies have the strategic foresight to understand these changes and their competitive implications." - Sean Hackett, research manager, Business Network Services

Table of Contents

Table of Contents
IDC Opinion
In This Study
Situation Overview
Service Delivery Trends
Figure: The Traditional Service Delivery Model
Figure: The Emerging Service Delivery Architecture
The Competitive Landscape
Figure: Competitive Landscape Core Competencies
Figure: Network Outsourcing Competitive Landscape
Figure: Managed Services Adoption
Competitive Positioning
Figure: New Era of Business-Critical Systems
Figure: Competitive Forces Squeezing the Margin
Figure: Services Considered for Purchase from Hosting Providers, 2004 and 2005
Figure: Managed Outsourced Network Communications Provider Selection
Figure: Type of Provider Used for Managed Outsourced Network Communications Services
What's Required to Be Competitive in the Future
Effective Partnering
Figure: The Changing Dynamics of Value
Figure: New Edge Network's Virtual Ecosystem
Low-Cost Service Delivery
Figure: The Changing Economics of Service Delivery
Figure: Overall Operational Efficiency Rating by Company
Figure: Operational Efficiency Ratings by Company and Measure
Table: Operational Efficiency Metrics by Company, 2005
Table: Operational Efficiency Ratings by Company, 2005
Table: Change in SG&A and Capital Expenditures from 2003 to 2005 by Company (%)
Figure: IBM SG&A and Capital Expenditures, 2003-2005
Figure: CSC SG&A and Capital Expenditures, 2003-2005
Figure: EDS SG&A and Capital Expenditures, 2003-2005
Figure: AT&T SG&A and Capital Expenditures, 2003-2005
Figure: Verizon SG&A and Capital Expenditures, 2003-2005
Figure: Google SG&A and Capital Expenditures, 2003-2005
A Shifting Competitive Landscape
Figure: A New Competitive Positioning Model
Future Outlook
Essential Guidance
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Related Research
Synopsis

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