Software and System Integrator Expertise

As wireless, wireline and cable operators go, so go the software providers and SIs that serve them. Industry shifts towards bundled, converged and real-time provider offerings, ever increasing network capabilities, and greater emphasis on customer service impacts software vendor and SI strategy as much as it does communications service providers themselves.

Other changes impact strategic decision as well, including the movement from on-premise to cloud-based delivery models, increased competition in professional and managed services, and the bleeding of a historically discreet software stack capabilities.

In order to effectively compete in this changing landscape, software providers and SIs must design strategic and operational responses to the following core questions:

• How should their current solutions evolve to align with new pricing and offer strategies being pursued by communications service providers?

• What network management capabilities will be required to protect operator assets while delivering next-generation services?

• What are the implications of new competition from equipment vendors moving more centrally into the software and services stack?

• How does a shift in delivery model from “on-premise” to the cloud impact operations and pricing?

• Which emerging vendors offer complementary capabilities? How should our company assess whether to partner or buy these respective vendors?

We have successfully helped software and SIs providers better understand the opportunities and challenges they face, with specific insight on how enterprise and consumer communications market trends will impact service provider needs. Additionally, we advise software vendors and SIs on the best go-to-market strategy given competitive dynamics and capabilities. We merge this strategic insight with technical resources that understand the network and the software stack to make informed recommendations.

Recent Client Successes

We have had significant experience in evaluating satellite services over the last decade

• For a software client that had undergone recent restructuring, worked with their Senior Executive leadership to develop a plan to build and strengthen the professional services business based on detailed financial and operational benchmarks and metrics from primary competitors.

• For a software developer and systems integrator, performed a market study focusing on three major vertical segments (financial services, oil and gas, health care). We interviewed major customers in these segments, exploring their specific needs for advanced applications that rely intensively on communications.

• Conducted a market due diligence on an IP network optimization software venture in the EU. This study investigated the benefits brought by the company’s combinatorial optimization software to the IP-based OSS tools deployed by carriers and major enterprises, and assessed the competitive provisioning, network assurance and billing competitive offerings.

• Developed a business plan and go-to-market strategy for a value-added service provider to their transaction-enabled directory information system that leveraged the company’s patented technology. We built financial models and business cases for various revenue opportunities, developed a go-to-market plan that included carrier-account planning and prioritization as well as developing the client presentations for pitching potential equity investors, partners, and carrier clients.

• For a major telecom software firm, due diligence on a complementary technology asset to the company's existing call agent. The analysis included multiple activities: a validation of next generation network adoption through interviews with ILEC, CLEC, wireless, and HFC carriers; a competitive technology assessment; and a DCF valuation model and comparables analysis.

• For a company that sold very complex software packages (often 10M+ lines of code) to wireline and wireless carriers, we performed a thorough review of the organic limits for growth for the client’s four divisions to assess organic growth opportunities, customer defection issues, M&A opportunities, and further investment in existing product lines.