Ever stop to think, and forget to start again? Your position:Home->Internet Industry reports for sale-> VOICE OVER IP SERVICE IN EUROPE 1.1 TRENDS 1.2 INTRODUCTION TO VOIP TECHNOLOGY 1.3 VALUE CHAIN 1.3.1 Functional Value Chain 1.3.2 Value Chain of VoIP Services 1.4 VOIP SERVICES 1.4.1 Usage Types/Service offerings - Internal use on Business LAN/WAN/VPN - VoIP in the Carrier Backbone - VoIP over Broadband (Dependent/Independent) - Peer to Peer, the Self Provided Consumer (IP to IP only) 1.5 THE BENEFITS AND DRAWBACKS OF VOIP 1.5.1 Benefits of VoIP 1.5.1.1 Enterprises, Carriers and Service Providers 1.5.1.2 End-User Experience 1.5.2 Drawbacks of VoIP 2. TECHNOLOGY 2.1 HARDWARE 2.2 PROTOCOLS 2.3 SOFTWARE 3. PLAYERS 3.1 NETWORK EQUIPMENT VENDORS 3.2 GLOBAL BACKBONE CARRIERS 3.3 SERVICE PROVIDERS 3.3.1 Facility based/ BB Dependent - Fastweb,Italy - France Telecom - BT 3.3.2 Broadband-access Independent 3.3.2.1 SIP & Softhpone 3.3.2.2 Peer-to-Peer - Peerio platform by Popular tELEPHONY - Skype - Microsoft - Yahoo! 4. BUSINESS MODELS 4-1 INTRODUCTION AND METHODOLOGY 4.1.1 Segmentation 4.1.2 Definition of Business Model Dimensions 4.1.3 Business Strategy Considerations per type of player (Competitive Position) 4.1.4 Methodology 4.2 BUSINESS MODEL ANALYSIS 4.2.1 Value Chain Analysis 4.2.2 Service Types and Control Points 4.2.3 Example of Control Point Constellation 4.2.4 Business Models of Service Types 4.2.5 Business Strategy Options and Competitive Analysis (by Player Type) 4.2.6 Service and Hardware Models 5. FUTURE OF THE VOIP MARKET 5.1 INTRODUCTION 5.2 UNCERTAIN MARKET CONDITIONS 5.3 FUTURE FOR THE BUSINESS 5.3.1Conclusion 6. CONCLUSIONS 7. REFERENCES 8. GLOSSARY <List of Tables> <Table 1> Summary of Service Offerings and Business Model Dimensions <Table 2> Functional Value Activities <Table 3> 5 Types of the VoIP Service <Table 4> Network Equipment Vendors <Table 5> Control Points of the Service Offerings <Table 6> Business Models <Table 7> Player Types and Business Strategy Considerations <Table 8> SWOT Analysis <List of Figures> <Figure 1> Simplified VoIP call Phone to PC / PC to Phone <Figure 2> Functional Value Chain of VoIP Services <Figure 3> Value Chain of VoIP Services <Figure 4> Enterprise VoIP <Figure 5> VoIP in Carrier Backbone <Figure 6> Facility-based VoIP (Dependent on BB Access Provider) <Figure 7> VoIP Independent of BB Access Provider <Figure 8> Peer to Peer voIP <Figure 9> VoDSL Equipment <Figure 10> BT Communicator and Yahoo Messenger <Figure 11> The comparison of the look of Teleo (beta) and Skype <Figure 12> Google Talk <Figure 13> Example of Control points in VoIP Service <Figure 14> Control points of FastWeb and Skype Report's synopsis[Executive Summary] The term Voice-over-IP refers to all types of voice communication that uses packet-switching (IP technology) instead of traditional circuit switched technology. VoIP is now taking off in enterprises and at home thanks to technology advancements and increased broadband penetration. The basis in IP enables innovative and dirt-cheap services. Not only telecom operators are now rushing to the market but also broadband providers and independent new service providers, of which among them are global players known from Internet portals and software companies. Incumbent operators and internet service providers focus on fixed-mobile convergence and bundled services (triple-play), but there are many more players that develop innovative services, such as distance learning, video conferencing and unified messaging. For broadband access providers VoIP can act as a catalyst in selling broadband access with higher margins. If free (peer-to-peer) VoIP services are successful then traditional telecom operators face a loss of revenue, which is not limited to fixed networks because mobility will be provided by wireless data networks (e.g. WiFi, UMTS). VoIP, first commercialized by the name of Net2phone in 1997 in China, now is valued great importance to carriers, network equipment vendors and service providers. This report explains the VoIP technology and market segments, together with the business models of VoIP services and related player’s strategies in Europe will helps you set a clear view of VoIP and provide a Europe sample to benchmark. Summary of Service Offerings and Business Model Dimensions Service offerings Name Enterprise internal Carrier Backbone Facility-based VoIP VoIP over BB Peer to Peer Explanation of Usage Connect offices via LAN/WAN/VPN Call Center Work at home Carriers exchange Voice traffic over IP backbones Dependent on BB access provider Bundled with internet access Independent of BB access provider Self provided consumer Free calls between peers Example Multinationals Call Centers Universities Hospitals Global Crossing Level3 BT VoDSL, VoCable, VoWLAN e.g. Fastweb Independent service providers e.g. VoipBuster Skype, Google Talk, Yahoo Messenger Business Model Dimensions Vertical Integration (Ownedcontrol points) Integrated Integrated Integrated Disintegrated Disintegrated (Application only) Main User Type Business B2B B2B/B2C B2B/B2C B2C TypicalPricing Model Hardware purchase and service contracts Wholesale, based on usage or peering Bundled flat rate Flat rate/MOU (Minutes of Use) Free/ MOU Quality Control High High Medium Medium Low Types of Players Large enterprises Backbone Carriers BB access providers VoIP service providers P2P VoIP service BB access providers (incumbent) Telecom Operators* Mobile operators* (ISPs) Mobile operators* Cable companies* Incumbent Telecom operators* BB access providers Telecom operators* providers Peering exchanges *are also BB access providers [Scope of the Report] The market uncertainties that affect the future of these business models are rooted in demand, business, regulations and technology. This report is to find the winning applications for users companies experiment with new offerings, creating new market segments. Presently the uncertain market does not favor centralized and highly controlled services. Voice as a commodity product will induce heavy price competition. Open IP networks allowing distributed services, on the other hand, greatly stimulate innovation, which in the end provides higher value to the actors involved. Other important factors impacting the future of the market are: • the ownership of all access networks, leading to vertically integrated models • regulation against service bundling, leading to vertically disintegrated models • choices for customers and strong consumer demand for new features, leading to all kinds of new converged services and devices. So what is the VoIP market? The first chapter provides an introduction about the VoIP technology and the services market. Insight into the market is given by identifying VoIP applications (types of usage), and drawing the (functional) value chain. In the second chapter, technical terms and common components of a VoIP network are explained. This could be of interest to anyone who needs to know more about the technical workings of VoIP. The third chapter contains examples of players currently active on the VoIP market. In which market segment are they active, which products and services do they offer, technologies do they have, service provider’s strategies and recent market developments are summarized. In the fourth chapter the business model analysis of VoIP services is made. The VoIP applications, value chains, technologies and players on the market are related to the current (or possible) business models. The value chain and service value functions are determined, as well as the technologies and points where revenue can be made. The fifth chapter dives into the current trends that lead to further development of those business models, and changes in current market uncertainties that will cause changes in the market structure. Using assumptions possible possibilities for the future are drawn. [Who should read this report?] The report is intended for carriers, network equipment vendors, service providers and enterprises considering VoIP. It provides a unique insight in the points of revenue in the business models and it determines the qualitative market uncertainties and their consequences for the future. This research is mostly based on case studies. 
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