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BTwatch, issue 2008.06 snapshot

22 August 2008

KPIs: BTwatch reviewed BT’s latest set of Key Performance Indicators and found disturbing trends showing operational weakness. The picture for BT looks worrying in its core markets, with only Openreach emerging with much credit. In a broader comparison with competitors in the wider communications market, BT also looks to be struggling to make a mark. [pp. 35-40.]

RESULTS: BT released its results from the first quarter of FY08-09, which sparked a dramatic plunge in BT’s share price. While the performance of BT Wholesale was below expectations, Global Services’ improved margin targets received a setback, and pension worries re-emerged, BTwatch wonders if the more frank style of presentation by the new Chief Executive Ian Livingston prompted some of the market consternation. Aside from ongoing allusions to the need to improve the quality of contracts at Global Services, Livingston is yet to resort to pinning the blame for poor performance on the old regime at BT, perhaps because he is too closely associated with it. A clear new strategy to distinguish his leadership and vision from the Bland & Verwaayen double act has not yet emerged either, however. [pp.41-55.]

Issue: 2008.06
Covering: mid-July to mid-August 2008
Published: August 2008
Next issue: mid-September 2008

Mapping the maze of the UK’s largest telco. A unique monthly report for the industry.

SUMMARY

BT GROUP: BT acquired Ribbit for £56m. The US-based “Telco 2.0″ company is developing a new open platform intended to enable the incorporation of voice features in web-based applications. The acquisition was described as part of BT’s transformation to a “software-driven services company”, and is expected to link in with BT’s existing Web21C initiative. [p.2.]

In an interview with The Australian, Group Chief Executive Ian Livingston distanced BT from any ambitions in the traditional voice mobile sector, but also queried the role of newer wireless technologies such as WiMAX that are beginning to find a place in the market amid fixed and mobile operators. [pp.3-4.]

Building on its recent statement of intent for investment in fibre in its network, BT called on local government bodies to lend their support, emphasising BT’s expectations of public sector backing for its rollout plans. [pp.4-5.]

The Communications Workers Union turned the spotlight on BT’s relationships with agency workers, criticising claimed constraints on pay deals agreed by employment agencies. [p.6.]

STRATEGY & OPERATIONS: BT is to become a sponsor of the Web Science Research Initiative, an organisation backed by internet pioneer Sir Tim Berners-Lee that aims to promote academic study of web development. Elsewhere, BT is examining the natural world as part of research into developing wide-scale wireless networks. The company is also said to be on the verge of rolling out applications based on semantic web technology, which is intended to make content more accessible. [pp.8-9,13.]

Skanska, a Swedish engineering group, won a £76.5m contract to recover redundant cable at BT Openreach sites in Scotland and the North of England. BT Retail’s CRM capability was reported to be benefitting from the deployment of business performance management software from Knoa. BT was also aiming to improve access to external online applications for its staff through improved security solutions provided by vendor Bluecoat Systems. [pp.10-11.]

BT will be working closely with Nortel in the provision of communications services for the 2012 Olympic Games in London, after the vendor secured a key role in the provision of network kit for the Games. [p.12.]

BT RETAIL: The controversy surrounding Phorm, an online advertising platform that BT is planning to deploy across its customer base, reached the European Commission, which is asking the British government for clarification on the system’s compatibility with European Union data protection legislation. There were also rumours of internal disquiet regarding the adoption of the Phorm solution. [pp.14-15.]

The shipment of more than three million BT Home Hubs was trumpeted, with manufacturer Thomson hailing the kit as a key driver in increased uptake of BT’s higher-value broadband packages. Meanwhile a new Home Hub N, with 802.11n standard wireless LAN technology, was made available, and new subscribers to BT’s entry-level packages are for the first time being offered the hub for free. [p.16.]

BT’s retail solutions unit BT Expedite announced it had agreed a deal to provide integrated merchandising and stock replenishment systems to the Dobbies garden centre retail chain. [p.18.]

BT Ireland is to offer up-to-24Mbps broadband services over its local ADSL2+ network. The service will initially cover around 330,000 homes and businesses. The Irish unit also launched a new international calls package, and awarded ESBIE, a subsidiary of energy company ESB, a £9.5m electricity contract. [pp.19-20.]

BT is continuing work on interactive advertising for its BT Vision IPTV offering, although a launch in any form is not expected this year. A new content deal was signed with Simply Media, and an agreement to show more Scottish Premier League football matches was sealed. Dan Marks, BT Vision Chief Executive, renewed calls upon the regulator Ofcom to impose greater regulatory control on pay-TV market leader BSkyB. [pp.21-23.]

BT GLOBAL SERVICES: Former Cable & Wireless and Logica senior executive Royston Hoggarth was named as the new Chief Executive of BT Global Services in the UK, replacing Tim Smart. A new head of BT Germany was also named, with the promotion of Karsten Lereuth from the head of Global Telecoms Markets role. [pp.24,30.]

BT trumpeted a five-year managed services contract with Visa Europe, which will see the Visa transaction network transferred to the global 21CN network. It also highlighted a contract to provide a telecoms infrastructure at a new German headquarters for FIAT Group. Gulf DTH, a pay-TV business in the Middle East, is to use BT’s MPLS network to deliver services. [pp.25-26.]

BT looks set to establish a new headquarters for its local government unit in the North-East of England, should it finalise a deal to become a strategic partner for the provision of a range of council services to South Tyneside Council. The deal could see BT take on around 450 council staff, and manage contracts with councils across the country from a nearby base. A new Ministry of Justice contract was won by BT and Eckoh, to automate fine-payment services. [pp.27-28.]

The BT Corporate Fusion offering was launched in selected countries in Asia-Pacific, with the rest of the region to be covered in the near future. [p.29.]

BT WHOLESALE: BT began deployment of a fibre-optic submarine cable between Orkney and the Scottish mainland. [p.31.]

OPENREACH: While the number of unbundled lines in the UK crept towards five million, the Office of the Telecommunications Adjudicator indicated growth is slowing. A new forum is being planned by Openreach that will provide clearer guidance on a two-year timetable for the introduction of new services and functionality on the Openreach infrastructure. [p.32.]

REGULATORY: Ofcom is reviewing wholesale voice pricing based on complaints from THUS and Gamma Telecom that BT has offered its resellers minutes at below cost since 2005. An Ofcom review of BT price controls has been delayed due to BT’s postponement of the submission of its regulatory accounts while changes to its accounting methodology are introduced. [pp.33-34.]

KPIs: BTwatch reviewed BT’s latest set of Key Performance Indicators and found disturbing trends showing operational weakness. The picture for BT looks worrying in its core markets, with only Openreach emerging with much credit. In a broader comparison with competitors in the wider communications market, BT also looks to be struggling to make a mark. [pp. 35-40.]

RESULTS: BT released its results from the first quarter of FY08-09, which sparked a dramatic plunge in BT’s share price. While the performance of BT Wholesale was below expectations, Global Services’ improved margin targets received a setback, and pension worries re-emerged, BTwatch wonders if the more frank style of presentation by the new Chief Executive Ian Livingston prompted some of the market consternation. Aside from ongoing allusions to the need to improve the quality of contracts at Global Services, Livingston is yet to resort to pinning the blame for poor performance on the old regime at BT, perhaps because he is too closely associated with it. A clear new strategy to distinguish his leadership and vision from the Bland & Verwaayen double act has not yet emerged either, however. [pp.41-55.]

EXTRACT

BT Q1 KPIs remain disturbing

BT released a set of fairly wide-ranging Key Performance Indicators (KPIs) with its quarterly financial update; and the latest set of results, covering the period to 30 June 2008 (Q1 FY08-09), maintain a now lengthy trend showing serious operational weakness at BT Retail, which has now also spread to BT Wholesale.

BT continues to be coy in admitting that it is seeing a major outflow of its higher-margin customers from BT Retail and BT Wholesale to BT Openreach, which means the core value-add relationships are transferring to rivals, such as Carphone Warehouse and BSkyB. Worse still, the larger retail market is actually growing, in terms of gross voice, broadband, and pay-TV connections, at a time when BT Retail and BT Wholesale are seeing their actual net volumes decline.

However, thanks to Openreach, BT’s overall share of connections is nevertheless growing in terms of volume (now just under 40 million), although it is still declining in terms of market share (currently 66.5%). BT prefers to talk of Openreach as a success story, without particularly highlighting the pain this has caused to other divisions.

BT Retail’s KPIs continue to look ghastly across most lines, with few exceptions (broadband is fairly stable, and there is growth in the small mobile and Internet Protocol television/IPTV segments), suggesting the division remains in great trouble at an operational level.

Beyond a basic failure to tackle competition in its core markets, BT Retail clearly suffers from the fact that its IPTV and mobile virtual network operator (MVNO) product extensions have not yet reached critical mass. Vision has perhaps 2% market share, while mobile is probably well below 1%. To make a real difference, BT needs to aggressively target at least 12.5% market shares, equivalent to around 7.5 million mobile and 1.6 million pay-TV Vision customers), as both operations are sub-scale at present. However, this would take unusual marketing determination for BT, shown recently only for broadband, and possibly never as a challenger.

—————————————-

22%-33%: BT’s share of the wider market?

With the UK communications sector continuing to converge, and with most large players now offering at least three of the four main segments — fixed-voice, fixed-broadband, mobile, and pay-TV — BTwatch has updated its analysis model of BT’s KPIs to better display BT’s performance in the core and new retail sectors that it deems strategic: fixed-voice (calls and lines), fixed-broadband, and pay-TV.

Across these three sectors, BT Retail has a steadily declining market share of around 47.6% in terms of total connections, with BT Wholesale now shedding its external DSL business. However, at Group-level (67.1%), BT is still just managing to grow its share of connections, thanks to the fast-rising share of Openreach.

BT currently (and probably mistakenly) does not seem to view mobile as a strategic retail growth segment, but if this is included, BT’s share of connections is likely to fall to around 22% at Retail level, 33% when including Wholesale and Openreach.

It is far from clear whether BT (or its investors) truly considers itself in terms of the broader retail communications market (or spend), or if it is concerned that its share of this wider market has fallen so far.

However, in a rapidly converging market where innovation continues — such as mobile broadband, high-definition television, 4G wireless technology, and mobile/cloud computing — it could be a critical mistake not to treat this measure of the larger market as a primary yardstick.

BT Retail — the trend is certainly no friend

BT Retail appears to be losing its traditional customer base as rapidly as ever, if not more so. Having appeared to be making some progress in FY06-07 to reverse the decline, it is now shedding customers, call volume, etc., at particularly bad levels.

The Group tends to be rather coy about BT Retail’s generally atrocious KPIs, though it is unclear whether this is denial, shame, or resignation, instead clutching at straws like the increase in average revenue per customer household (ARCH). While this is creditable, it is insufficient even to counter current levels of customer base attrition, and expansion of ARCH will presumably become unsustainable at some point — either because the customer base has shrunk too far, or it is simply no longer willing or able to spend any more.

Broadband is one of BT Retail’s recent highlights, where it has achieved and maintained market leadership (albeit losing market share slower than Virgin Media, after a poor start, supplemented by small acquisitions), but its share of new DSL customers (‘net adds’) is currently running at below market share, meaning that it is seeing a slow decline in its market position.

Interestingly, the mobile base is turning up, after a long period of weakness and a recent report that this area is no longer a priority (see separate report). The upsurge could be explained by the recent revamp of fixed-mobile converged voice offerings, with the BT ToGo handset now bundled with BT Broadband Anywhere.

Danger — SMEs migrating to IP services

Migration from traditional to Internet Protocol (IP) services hurt BT Global Services in Q1 (see separate report), suggesting that similar dangers could be lurking elsewhere, such as substitution of legacy communication systems (including ISDN) by domestic small- to medium-size enterprises (SMEs).

While this seems inevitable, with BT itself helping to drive migration, timing is not obvious. However, with Global Services, the recent round of migrations appears to have been significantly earlier and larger than anticipated, with the resultant change in revenue mix causing visible pain, at least in the short term, because legacy services can have unnaturally high end-of-life margins.

Perhaps alarmingly, the decline in BT’s business ISDN base is accelerating — down 9.9% over twelve months, to 2.6 million channels, which is the fastest rate of decline ever by some distance. The ISDN business base peaked at around 3.5 million five to six years ago, and BT now has practically no consumer ISDN customers (it had around 300,000 five years ago), having effectively shuttered this offering two years ago.

The (un-) competitiveness indicator rises to 15.35 million

BTwatch’s danger number has risen to a new high of 15.3 million.

This number is a tally of connections provisioned by BT Openreach or Wholesale where the telco has wholly or partially lost the critical retail billing relationship, and is constituted of unbundled (4.76 million, up 96.4%), Wholesale Line Rental (WLR, 4.85 million, up 13.3%), and carrier pre-selection (CPS, 5.73 million, down 6.6%). The deterioration in this number is at the root of operational weakness at BT Retail and BT Wholesale, as well as the recent collapse in the latter’s financial performance.

The number is 19.5% higher than a year earlier, although the trend has slowed greatly; however, the overall number is now much larger, and BT’s own relative base is consequently a lot smaller.

The decline in BT Retail’s business exchange lines base was the worst ever, down 7.9% over twelve months (and 2.3% sequentially), to 6.59 million — it topped nine million in 2003.

BT currently has 66.6% retail share of all connections provisioned by Openreach and BT Wholesale, including broadband. The pace of decline has slowed, but the company nevertheless lost 3.7 percentage points of share over the last year (compared to 4.5 a year earlier, and 10.1 two years ago). Its share was 84.8% three years ago. Over this three-year period, the total number of connections has risen from 34.6 million, to just over 40 million, while BT’s retail connection base has shrunk from 29.4 million, to just under 27 million, meaning that the company is performing badly enough to lose volume in a growing market.

Broadband

BT Wholesale’s broadband connection numbers are also plummeting, as the market matures and external clients move to unbundled local loops (LLU) and Wholesale Line Rental (WLR) from Openreach. The division shed 103,000 connections in Q1, far from the 258,000 additions achieved in Q4 FY05-06, and despite BT Retail still expanding its broadband customer base. Indeed, BT Retail now accounts for 54.5% of BT Wholesale’s broadband lines, compared to just 35% two years ago.

Although BT claims stable retail DSL market share (34.6%), it actually appears to be losing ten basis points of share per quarter, which is down from a recent peak of 34.9% in Q2 FY07-08, and over 60% around six years ago. Factoring in Virgin Media (cable), BTwatch estimates BT’s retail share of the overall UK broadband market to be a stable 27.2%.

BT Retail appears to have grown its market share over twelve months, and to be maintaining market leadership at 27.2%, partly thanks to acquisition, at a time when second-placed Virgin Media is shedding market share (23.1%, from 24.6%). Carphone Warehouse (TalkTalk and AOL UK) has remained fairly stable (16.6%), while Tiscali UK grew earlier in the period, but may now be shrinking (11.6% at 31 March 2008). Orange UK’s relative performance is unclear, due to limited information (11.5% at the end of 2007). Meanwhile, BSkyB has firmly arrived as a broadband player, growing market share from 3.3% to 9.8% in the space of a year.

However, the top-six UK broadband players may, as a group, be overstating their DSL customer bases. For Q3 FY07-08 ending December 2007, they appeared to collectively claim 98.4% of the market, which suggests the remaining small internet service providers (ISPs) together totaled little more than 250,000 customers, which seems unlikely. BTwatch (passim) has now highlighted this apparent mismatch of numbers over several reporting seasons.

IPTV

BT Vision reached 282,000 customers in Q1, equivalent to a pay-TV market share of around 2.2% (from nothing a year ago) against BSkyB and Virgin Media.

However, sequential customer additions of 68,000 were weaker than the two preceding quarters (94,000 and 74,000, respectively), although this nevertheless represented sequential growth of 31.8%.

This suggests that BT has moved beyond acquiring early adopters, and now needs to raise its game to tap into the mass market. Unfortunately, this is a market development phase that it has too often failed in the past when attempting to grow new services. Assuming BT Retail has a viable long-term Internet Protocol television (IPTV) proposition, which looks quite possible, it now needs to sustain its nerve, investment, and creative marketing, possibly through a slow period when doubts and criticism will inevitably grow.

In the recent past, BT has started to lose its nerve around this stage of an innovative new product’s life, and gone on to wind-down or even abandon its ambitions. Examples include content (BT Openworld and Gameplay), fixed-mobile convergence (Fusion), public Wi-Fi (BT Openzone), its mobile virtual network operator (BT Mobile), and mobile television (BT Movio). A painful comparison might be BSkyB’s current full-on charge into broadband and fixed-voice, where it has rapidly made itself a top-five contender.

TABLE OF CONTENTS

2 BT Group
2 Appointments; M&A
3 Strategy 5 Community
6 Employment
7 Financial; Marketing;
Property
8 strategy and operations
8 21CN; Research
9 Suppliers 13 Technology
14 BT Retail
14 Appointments;
Advertising and marketing; Broadband 17 Directories
18 dabs.com; Expedite
19 Ireland
20 Marketing; Payphones
21 Vision 22 Mobility
24 BT Global Services
24 Appointments
25 Awards and certification;
Contracts
26 Financial services
27 Public sector
29 Asia 30 Europe;
Middle East and Africa
31 BT Wholesale
32 Openreach
32 OTA2
33 Regulatory
33 Network regulation;
Retail price controls
35 Key Performance Indicators
35 Comment
36 KPI tables
41 Q1 FY08-09 results
41 Overview
42 Group
49 Divisions
55 Analyst reaction
56 INDEX

INDEX

A
Alcatel-Lucent, 2
Analysys, 55
Apprenticeship Ambassadors Network (AAN), 6
Artificial Life XI, 9
Atos Origin, 12
AT&T, 4, 50
B
Bank of Ireland, 51
Barclays, 24
Berners-Lee, Sir Tim, 8
Blue Coat Systems, Inc., 11
British Broadcasting Corporation, 9
British Paralympic Association (BPA), 5
ParalympicsGB, 5
BSkyB, 2, 21, 22
BT Group, 2, 4, 5, 6, 8, 9, 12, 14, 17, 21, 41, 42, 45, 49, 51, 52, 53, 55
BT Global Services, 2, 12, 15, 24, 25, 26, 30, 41, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 55
BT Americas, 2, 25
BT Asia Pacific, 29
BT Corporate Fusion, 29
BT Counterpane, 30
BT Germany, 26, 30
BT International, 29, 30
BT Italia, 26
INS, 30
Spain, 30
Wire One, 25
BT Retail, 10, 14, 45, 46, 47, 48, 51
BT Accelerator, 14
BT Business, 19, 20, 22, 51
BT Business Mobile Broadband, 22
BT Conferencing, 25, 51
BT Digital Music Awards, 15
BT Directories, 17
BTexchanges.com, 17
BT Expedite, 18
BT Fusion, 29
BT Home Hub, 16
BT Hub, 16
BT Ireland, 19, 20, 51
BT Mobile, 26
BT Openzone, 22
BT Payphones, 20
BT Scotland, 5, 31
BT Total Broadband, 16
BT Vision, 16, 21, 22, 23, 51
dabs.com, 18, 51
Direct Debit, 20
Home IT, 14
Option 1, 16
Option 2, 16
Option 3, 16
Together, 24, 32
Ufindus, 17
BT Wholesale, 31, 41, 45, 46, 48, 52
BT Movio, 2
Directors
Rake, Sir Michael, 6, 8
Executives
Abercromby, Bruce, 17
Álvarez, Luis, 30
Andrews, Steve, 16
Barrault, François, 2, 24, 25, 26, 49
Barry, Michael, 23
Bell, Nathan, 29
Boustridge, Michael, 2, 25
Carbonari, Antony, 21
Choudhury, Tareque, 30
Clark, Chris, 19
Davies, John, 13
Dick, Brendan, 5, 31
Faulkner, Dave, 2
Henney. Jonathan, 7
Hischer, Stefan, 26
Hoggarth, Royston, 24
Kennedy, Emer, 19, 20
Lalani, Hanif, 44, 45, 49, 50, 52
Lereuth, Karsten, 30
Livingston, Ian, 3, 4, 8, 17, 21, 41, 45, 46
Marks, Dan, 21, 22
Marrow, Paul, 9
Mohammedbhai, Taza, 14
Morris, Peter, 20
O’Brien, Liam, 19
O’Connell, Patrick, 12
Patterson, Gavin, 14
Prestel, Jeff, 25
Quartermaine, Mark, 28
Rangaswami, JP, 2
Saffre, Fabrice, 9
Sayers, Chris, 27
Slaven, Helen, 18
Smart, Tim, 24
Smith, Stuart, 10
Tucker-Jones, Jan, 12
Walker, Amy, 20
Yule, Gordon, 11
Ex-executives
Farrer, Ian, 14
Geldmacher, Jan, 30
Lloyd, Emma, 2
Verwaayen, Ben, 2, 46, 48
Goonhilly Earth Station, 7
Openreach, 9, 17, 32, 41, 45, 46, 47, 53, 54
WLR3, 32
Strategy and Operations, 8
21CN, 4, 8, 25, 31, 47, 48, 49, 54
China Technology and Service Centre, 29
Research and Innovation Laboratory, 29
Web21C, 2
C
Cable and Wireless, 24, 33
Cable & Wireless
Energis, 33
Capita, 12
Railooto, 12
Carphone Warehouse, 14, 15
CASCADAS Project, 9
Cisco Systems, Inc., 20, 25, 50
Clear Channel, 20
Collins Stewart, 5, 55
Communications Workers Union, 6
Competition Commission, 21
Conduit, 17
Corvil, 25
Credit Suisse, 25
D
Daiwa, 55
Datamonitor, 18, 25
Debenhams, 7
Department for Business Enterprise and Regulatory Reform (BERR, UK), 14, 15
Deutsche Telekom, 7
Disney ABC International, 21
Dobbies, 18
Dresdner Kleinwort, 55
Dubai Holding, 7
Dubai Capital, 7
E
Eckoh Technologies, 28
EMC, 51
Envisional, 15
ESB, 19
ESB Independent Energy (ESBIE), 19
e-skills UK, 6
European Union, 14, 15
European Commission, 14

F
Facebook, 2
Faroese Telecom, 31
Fiat SpA, 26
Financial Times, 7
Football Association
Premier League, 22
France Télécom, 4
Orange, 4, 25
Orange Business Services, 4, 25
G
Gamma Telecom Ltd, 33
Gartner Group, 4
Global Marine Systems, 31
Google
iGoogle, 2
Gulf DTH, 26
Showtime Arabia, 26
H
Hewlett-Packard, 25
Home Office (UK), 14
HSBC, 24
I
IBM, 4, 24, 25
Information Commissioner’s Office (UK), 14
International Telecommunication Union, 2
iPSL, 24
J
Johnston Press plc, 14
K
Kelly Services, Inc., 6
Knoa, 10
KSS Retail, 18
L
Logica, 24
London Organising Committee of the Olympic Games and Paralympic Games Limited (LOCOG), 12
M
Massachusetts Institute of Technology (MIT), 8
Microsoft, 13
Ministry of Justice, 28
N
National Health Service (NHS, UK), 24, 50
National Rail Enquiries, 28
National Skills Academy, 6
Nationwide Building Society, 50
N Brown Group plc
J D Williams & Company Limited, 14
Nortel Networks, 12
O
Ofcom, 4, 5, 21, 32, 33, 34
Carrier pre-selection, 32, 33
LLU, 32, 42, 44, 52, 53, 54
Number translation service, 33
Price controls, 33, 34
Wholesale line rental, 32, 42, 53
Office of the Telecommunications Adjudicator, 32
OTA2, 32
Olympic Games, 12
London 2012, 4, 5, 12
Oracle, 10
Siebel, 10
P
Paralympic Games, 12
Phorm, 14, 15
Police Service of Northern Ireland, 51
Procter and Gamble, 50
R
Ribbit Corporation, 2
Royal Air Force, 23
Royal Dublin Society (RDS), 19

S
Salesforce.com, 2
Samsung, 12
SAP AG
Business Objects, 18
Scottish Football Association
Scottish Premier League, 22
Setanta, 21, 22
Setanta Sport, 21, 22
Siemens, 26
Simply Media, 23
Skanska AB, 9
Skype, 2
South Tyneside Council, 27
Strategic Capital Associates Limited (SCA), 24
T
Tandberg ASA, 25
Technologies
3G, 3, 4
ADSL2+, 8, 19, 48
Broadband, 3, 4, 5, 8, 9, 14, 15, 16, 17, 19, 21, 22, 42, 44, 45, 51, 52
CDMA, 29
Convergence, 16, 29
CRM, 10
DSL, 22, 44
Ethernet, 4, 8, 48, 52
Fibre, 3, 4, 5, 31, 32, 44, 45, 46
FTTH, 4
FTTN, 4
GSM, 3, 4, 29
ICT, 9
IP, 26, 49
IPTV, 16, 21, 23, 46
LAN, 26
MPLS, 26, 29, 42, 49, 50
Private circuits, 34, 49
R&D, 13, 47
SMS, 28
VoIP, 26, 49
VPN, 49
Wi-Fi, 3, 4, 22, 29, 51
WiMAX, 3, 4, 47
Telecom Italia, 9
Telefónica, 3
O2 Europe, 3, 22
UK
O2 UK, 3, 47
The Number, 17
Thomson Reuters, 16, 26
Thus, 33
U
Unisys, 24
United Business Centres, 7
University of Southampton, 8
V
Verizon Communications
MCI (WorldCom), 30
UUNet, 30
Virgin Media, 2, 14, 15, 22
Visa, 25
Vodafone, 3, 22, 30, 55
W
Web Science Research Initiative, 8
World Wide Web Consortium (W3C), 8
Y
Yahoo!, 13
Yorkshire Forward, 4

Written by AB · Filed Under KnowBT 

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