Ericsson’s having a good day, adding a 5G win with Bell Canada

Swedish kit vendor Ericsson has celebrated two 5G deal wins today, with the latest indicating it took some share from rivals Nokia and Huawei.

There isn’t much detail other than the fact that Ericsson will be one of the 5G RAN partners for Bell Canada. This apparently builds on their existing partnership, which included some 4G provision, but the canned quote from Niklas Heuveldop, Head of Ericsson North America, indicates the vendor may have a bit more of the action in this deal.

“We are proud to have earned Bell’s trust to be selected as one of their key partners and significantly expand our existing relationship to accelerate the transformation of their network with 5G mobile and fixed wireless technology,” said Heuveldop. “With our industry-leading 5G product portfolio, Bell will be able to provide Canadian consumers, enterprises and the public sector with innovative experiences and services whether they are on the move or at home, regardless if they are in urban or rural areas.”

“Bell’s 5G strategy supports our goal to advance how Canadians connect with each other and the world, and Ericsson’s innovative 5G network products and experience on the global stage will be key to our rollout of this game-changing mobile technology across Canada,” said Mirko Bibic, President and CEO of BCE and Bell Canada.

“Investment and scale in leading-edge networks is critical to national competitiveness, economic growth and resiliency, highlighted by the important role that Bell’s wireless, fibre and broadcast networks have played in Canada’s response to COVID-19. With the support of Ericsson and our other 5G partners, Bell looks forward to ensuring Canada remains at the forefront of the next generation of mobile communications.”

Earlier today we reported that Ericsson had scored some 5G core action with Telefónica Deutschland. Meanwhile the Wall Street Journal seems to have decided that Ericsson is the 5G leader, thanks in part to US victimization of Huawei. So on the whole it has been a pretty good day for Ericsson and we’d say the drinks are on them. Mine’s an aquavit, Börje.

China leads the way as mobile network core market proves resilient

With the difficulties presented by COVID-19, the 5G roadmap might not have progressed as planned, but growth has remained steady for mobile core deployments.

There might be a few vendors nursing headaches as RAN deployments have not scaled as some would have expected, but some consolation can be found in the network core segment. Over the last twelve months, the segment grew 10% to nearly $8 billion with several high-profile deals inked, most notably in China.

“Our outlook has become more positive, especially since the Chinese service providers accelerated their plans for 5G Core deployments,” said David Bolan, Senior Analyst at Dell’Oro.

“China Mobile and China Unicom have completed their 5G Core tenders, and plan to launch 5G service early in 3Q20. We expect other Chinese service providers will follow very soon. This has raised our outlook to an anticipated growth of 14 percent year over year for the trailing four quarters ending in 1Q21.”

In April, China Mobile selected Ericsson, ZTE and Huawei to deploy 5G network cores across the country, while Nokia saw a minor victory by securing a contract for core deployments with China Unicom. With China Telecom and China Broadcast Network, the newly created fourth telco, undergoing their own tenders, there could be some PR wins on the horizon.

While China is surging forward with its network deployment strategy, it is not alone. In Germany, some activities might be inhibited by the on-going coronavirus pandemic, however Telefonica Deutschland has awarded the contract to deploy its own network core to Ericsson.

“As a network operator serving the most mobile customers in Germany, we have a special social responsibility to provide secure networks,” Telefonica Deutschland CEO Markus Haas said.

Work should be completed on the network core during 2021, with the team targeting network slicing and edge computing services.

“With our cloud compatible 5G core network, we are entering a new technology era,” said Mallik Rao, CTO of Telefónica Deutschland. “Gigabit data rates, real-time communication and massive IoT – these visions are now becoming reality.

“We have a clear plan for the further development of our network infrastructure towards a standalone 5G network that can handle the massive data streams of the future and open up new digital business models for all our customers. In doing so, we are relying on the latest network technologies that the market has to offer.”

Similar to other European nations, German telcos have made the decision to remove Huawei, and other vendors who would be deemed high risk, from network cores. Interestingly enough, this trend does not seem to have had too much of a material impact on Huawei’s business. Dell’Oro estimates Huawei and Ericsson combined for over half of the market, while Nokia, ZTE, and Cisco more than 25%.

Although the network core elements of 5G is not the most financially rewarding for the infrastructure vendors, it is a very good sign for the industry. Although widespread installation of 5G base stations are an easy boast, 5G services cannot be delivered in earnest without a 5G network core, enough fibre in the ground and a dispersed cloud network where enough attention has been given to the edge.

Progress in the core is progress for 5G as new services, such as network slicing and automation, can be more effectively delivered. It might not be the most profitable part of the industry, but perhaps a more material indicator of 5G progress. 5G RAN offers a speed upgrade, somewhat of an aesthetic benefit, but the core offers the opportunity to deliver services which were not realistic in the 4G era.

Ericsson under pressure to sell Iconectiv operations – report

Ericsson is reportedly under pressure from activist investors to sell OSS/BSS business unit Iconectiv, a deal which could be worth more than $1.5 billion.

According to Bloomberg, activist investor and Ericsson’s largest shareholder Cevian Capital is kicking up a fuss. Several new ideas have been presented to the management team, as well as demands to sell Iconectiv, a business unit which provides solutions for network and operations management, numbering, registry and fraud prevention.

Ericsson has said it would not be able to provide confirmation or comment for market rumours.

With 5G deployment plans being slowed in recent months thanks to the on-going COVID-19 pandemic, vendors are starting to feel the pinch. Although Asian radio equipment vendors seem to be surviving the slowdown, European rivals are seemingly under pressure.

Nokia recently said COVID-19 had a €200 million negative impact on the business, with revenues for the Networks unit down 6% year-on-year, while Ericsson reported a group revenue decline of 2%.

Ericsson CEO Börje Ekholm has put a brave face on the situation, and it did appear investors were rallying around the Swedish telecom infrastructure vendor. The divestment rumours would suggest otherwise, however.

While there has been a positive reaction from the financial markets following Ericsson’s most recent earnings call, share price has dropped 4% the weekend albeit there has been a minor recovery today (May 4).

Under Ekholm, Ericsson has been stripping back investments in areas which would be considered outside core competencies. Mobile telecoms infrastructure is front and centre of the business, which might please some of the more traditional investors who wear the scars of attempted diversification, but there is such a thing as going too far.

Such a move is certainly in-line with the slash and crash Ekholm strategy to double down on network infrastructure, but it still remains to be seen whether such a restrictive and finite approach to business is sustainable in the long-term.

Ericsson’s 2020 African growth plans

President of Ericsson Middle East and Africa, Fadi Pharaon, tells Telecoms.com about the group’s strategy for growth on the African continent.

Africa represents a huge growth opportunity for Ericsson — from increased 4G coverage to future 5G rollouts and rising fintech adoption — the company is eager to grow its business and presence on the continent. This according to Fadi Pharaon, President of Ericsson Middle East and Africa, who chatted to Telecoms.com about the group’s strategy for growth on the continent.

  1. What are some of the key African insights to come out of the latest Ericsson Mobility Report?

Africa remains the fastest growing mobile market in the world. According to our Ericsson Mobility Report, by 2025, in Sub-Saharan Africa mobile broadband subscriptions will increase to reach around 70% of mobile subscriptions, with increased 4G coverage and uptake being the main engine. Driving factors behind this shift include a young and growing population and availability of lower priced smart and feature phones.

The continent has emerged as one of the strongest adopters of innovation, with the rapid rise in usage of technology and smartphones. Just look at how mobile money was initiated in Africa and is now surging all over the continent.

Moreover, Africa has come a long way in its digitization journey – from mobile telephony to broadband, and from connecting to digitizing key economic sectors, jobs, education, healthcare, government and society in general.

  1. What do you see as the greatest risk to African economic development, and what role could the telecoms sector play in mitigating this?

The risk is for sure the current slowdown in global trade caused by the COVID-19 restrictions. Add to that the presently depressed oil prices which could affect the GDP of certain oil exporting countries. That said, the continent’s median age is just 21 years. A young and growing African population with savvy digital skills and behavior could offset some of these adverse trends and indicate favorable growth for telecom and ICT services.

The current COVID-19 restrictions have demonstrated the benefits of a digitized economy, facilitating working from home as an example. This could prove to be an opportunity for Africa to accelerate its journey towards raising the role digital and telecom services play in a socio-economical context.

  1. So, knowing both the opportunities and challenges, what is Ericsson’s primary focus in Africa?

Africa represents a world of opportunity for us at Ericsson and we are eager to grow our business and presence in the continent. We see a real potential in African markets when it comes to 4G and fintech adoption. To address that, we focus on supporting our customers in the African markets with relevant and cost-effective 4G solutions and services, all while adapting to Africa’s requirements.

  1. 5G is a hot topic globally. What is the state of 5G roll-out by Ericsson in Africa?

Ericsson is continuously working with our partners to identify and create 5G use cases relevant to the market in question. One of our first major steps towards rolling our 5G in Africa was the announcement in November 2019 that Ericsson had been selected by MTN South Africa as a 5G network modernization vendor. We are still a few years away for any major 5G deployment in Africa, although the application of fixed wireless access, meaning using 5G as a way to offer high speed broadband to homes, could be suitable for those markets.

  1. You’ve previously mentioned that it is important to Ericsson to ‘show value towards customers’. What do you mean by this?

Ericsson focuses on assuring best performing networks, while also offering the best digital services and solutions to our customers. Our aim is to create a unique customer experience evolving from networks adopting automation, artificial intelligence and analytics. One of our focus areas also is reducing time-to-market and flexibility in launching services for our customers towards their subscribers. From an operations perspective, we focus on driving service delivery efficiency through adoption of advanced tools.

  1. Mobile money has historically been very successful in Africa. Does Ericsson have a role to play in this space?

According to a recent study by GSMA, mobile money is central to the mobile industry’s contribution to 15 of the 17 United Nations Sustainable Development Goals. At Ericsson, we have been incredibly proud to see Ericsson’s mobile money services introduced by our customers to several African communities to address challenges faced by unbanked communities. We believe that easy access to Mobile Money can make a tangible difference in the lives of unbanked communities. We will continue our focused growth of mobile financial services so that our service provider partners reach out to more communities across the continent.

  1. You’ve operated in South Africa, and across the continent, for decades now. What success stories can you share with us?

Our work in South Africa is a great success story example. Ericsson has been a proud partner to one of South Africa’s largest mobile network providers since 1994. However, our South African success story is not just a commercial partnership; we believe we have made a tangible difference to South African society. When former President Nelson Mandela called on the private sector for help in developing education in marginalized communities in the 1990s, Ericsson heeded the call and we have been active ever since.

Our Connect-to-Learn program is positively impacting South African girls in schools today. In Diepsloot, a disadvantaged community outside Johannesburg, Ericsson has built an e-hub that brings together entrepreneurs, innovators and society. Just this year, we introduced robotics in the hub. This is what we mean when we say we’re committed to giving back to society.

  1. What role do you play in the area of managed services in the Africa region?

Many of our customers across the globe choose us to run their networks and IT operations on their behalf and that is what we call “managed services”. In Africa, we see a big potential to expand our managed services business across the continent. With an increasing complexity brought by advanced technology, paired with ever higher expectations by the end-users, our managed services could bring to bear all of our global best practices to the service providers’ networks. Proudly we have a large managed services footprint with key customers in Africa such as MTN, Orange, Moov and Airtel. Our investments in managed services will continue and will pave the way for continuous high-performance services to African service providers.

 

— Fadi Pharaon, President, Ericsson Middle East and Africa

Ericsson celebrates telecoms industry resilience after a solid Q1

Swedish kit vendor Ericsson delivered Q1 2020 numbers broadly in line with expectations and was cautiously positive about how the telecoms industry is handling the coronavirus crisis.

Revenues of SEK 49.8 billion (~$5 billion) represented a 2% decline when adjusted for adjustments, but that seems fine with investors, who had boosted Ericsson shares by 5% at time of writing. Regarding the pandemic, the official line is that it has had ‘limited’ impact on business, but has definitely created greater uncertainty for Q2. Despite that Ericsson is sticking with its previous outlook.

“Ericsson delivered a solid result during the first quarter, with limited impact from the Covid-19 pandemic,” said Ericsson CEO Börje Ekholm. “We expect our industry to show resilience throughout the pandemic and we are well positioned with a competitive 5G product offering and cost structure. There is near-term uncertainty around sales volumes due to Covid-19 and the macroeconomic situation, but with current visibility we have no reason to change our financial targets for 2020 and 2022.

“For 2020 we estimate the RAN market to grow by 4%, however for Q2 we expect somewhat lower than normal sequential sales growth as there are uncertainties impacting short-term growth negatively. Covid-19 and actions taken by governments to slow down the spread are making our service delivery and supply harder due to lockdowns and travel restrictions in many countries. In addition, while we have seen no material effects so far on our demand situation, it is prudent to believe that the slowdown in the general economy may lead some operators to delay investment programs.

“We are determined to come out of the Covid-19 situation in a stronger competitive position and our investments in R&D is a strategic cornerstone which we will not sacrifice. We also continue investments in digital transformation which is expected to generate competitive advantages.

“The current global uncertainty requires a humble attitude towards predicting the near-term future. We remain positive on the longer-term outlook, but the second quarter is likely to be a tad softer than normal due to timing of strategic contracts and uncertainty induced by Covid-19.”

We spoke to Ericsson Head of Networks Fredrik Jejdling and he largely echoed Ekholm’s sentiments. He flagged up the China Mobile wins and the completion of the TMUS/Sprint merger as specific positives, but cautioned that delayed spectrum auctions could have a negative effect in the industry. Jejdling was keen to stress the strategic aim of emerging in a stronger competitive position and the consequent need for Ericsson not to over-react to the crisis.

In that respect Ericsson seems to be adopting a similar strategy to Sweden in general, which has been relatively laissez faire when it comes to shutting itself down. Now that the dust has settled on the first phase of the pandemic, and catastrophe seems to have been averted, it’s sensible for companies and governments alike to start thinking about cautiously opening up once more.

Here are some slides from the earnings presentation.

A practitioners’ guide to accelerate 5G for business in 2020

2020 is a formational year when it comes to 5G for Enterprises. Leading players across multiple industries were at the ready to engage in finalizing strategies and transitioning into strategy execution. However, the COVID-19 virus outbreak suddenly halted the options for face-to-face engagements to discuss technical, operational and business capabilities. To support you we have compiled material on nine strategic actions you can address, no matter where you’re currently working from. These actions designed for 5G professionals in marketing, sales or sales engineering seeking compelling new ways to engage with business customers.

A practitioners’ guide to 5G 

While it is easy to agree on what 5G will bring in 2025, today’s current industry environment has made it increasingly difficult to develop succinct tactics and plans for the next 6-12 months.

Now the impending task for 5G practitioners to answer is, “What can we do to advance 5G for business customers in 2020”.

In this article, we will take you through a set of questions and actions that stand out for companies with ambitions to gain first-mover advantages with 5G. Questions and actions where clarity is vital for a speedy execution once we have ridden out the storm.

Disrupt by shrinking your business lead-times

Business embraces 5G for different reasons than consumers. If we look at historical patterns, we see a consistent theme that mobile network generations shrink distances and barriers for businesses, and make connecting people in drastically different locations as easy as the touch of a button. By shrinking the business world to new levels, we can unlock values on both the cost and the revenue side.

5G has the potential to take the world faster and further than any previous network generation due to new network capabilities. An excellent conversation topic is, therefore, “How can you leverage 5G to shrink distances, lead-times and response times to unlock disruptive business improvements?”

This is a conversation you can add value to by explaining:

  • How the first four mobile generations brought the world closer.
  • The new capability sets introduced by 5G, and how it contributes to shrinking the world.
  • How your business customers’ current challenges can be matched with the capabilities of 5G to further shrink their world.

The goal for this first conversation is to establish a mutual understanding of why 5G is a great way to shrink the business world for specific problems. This understanding will ultimately provide clarity on which imperatives you can address in 2020 for implementation in 2021.

Build and leverage first-mover advantages

We’ve seen a steady stream of global-first announcements since deploying the first 5G systems in labs, ranging from major technology milestones, use-case innovations and networks and service launches. While communication service providers and technology providers in the telecommunications industry have been in the driver’s seat, the next in line to be added to the broader 5G eco-system is your best business customers.

The conversation to tee-off here is, “What is driving your strategic ambition to be either a first-mover or a follower?”  The businesses aspiring to gain first-mover advantages will be the most active in 2020, and you should expect to be asked to provide perspectives on topics such as:

  • When can I expect to have access to 5G networks for early field evaluations?
  • Who are the other key players in the eco-system for my industry and why?
  • What defines the time to market timelines I need to aim towards to secure first-mover advantages?

When it comes to first-mover and follower, clarity on strategic intent for your vital enterprise customers is an essential part of any 5G strategy. The action in 2020 will be primarily focused on first-movers and what it takes to bring their initial use-cases to market.

Gear up for an intense learning journey in multiple steps

Working with first-movers across different industries requires readiness and the interest to learn along a steep learning curve. Imagine when you started college and were excited for the prospect of earning your degree, enjoying campus life and anticipating a successful career after graduation. The same mindset is needed when looking towards adopting 5G solutions. You play an essential role in guiding your customers on this journey, both to foster their initial focus and then to ensure they remain on course.

Engaging in a conversation focused on the intensive learning journey can start with the question, “How do we best set up a path for collaborative co-creation of the use cases your business will benefit from the most?”

The nature of 5G involves learning by doing, and working closely together to discover:

  • Which business opportunities are logical to address first with 5G?
  • What is the balance between go-to-market and implementation undertakings for those use cases?
  • Which are the vital few we can start collaborating around?

By immediately establishing an environment for collaboration and co-creation in the early phases, you ultimately set the tone that this journey will be both innovative and learning-intensive – the successful recipe for unlocking the full potential of 5G for businesses.

Define the target spectrum matching your needs

The type of spectrum used for 4G-based services is a non-issue for most businesses. The mix of low and mid-band spectrum is transparent to users, and network coverage is omnipresent outdoors and at most indoor locations. This reality drives an expectation that 5G can be deployed and switched on similarly.

The three types of bands used for 5G, however, are different when it comes to coverage, characteristics, cost of deployment and time to market. These differences open up conversations around the question of “Which of the three flavors of 5G, and where, is most important for your business goals in 2021?”

The key considerations you can expect to face in these conversations are:

  • Which spectrum is best for my initial use-cases?
  • What do I need to do to secure network build is taking place in the areas where I need it first?
  • Who does the licensed spectrum options offer beyond shared and unlicensed mid-band options?
  • What deployment options could I consider in order to maximize the benefit of this spectrum type?

This conversation is both important and complex. However, clarity on the target spectrum adds focus to the early deployments for tying together network, device, and use-case strategies.

Illuminate your role in the evolved ecosystem

If you view 5G as an innovation platform rather than a connectivity network, it opens up for strategic conversations around roles in the ecosystem. The ecosystem around 5G extends outside the telecom industry, and is more of an “ecosystem of ecosystems” linking industries to the innovation platform.

A conversation starter here can be, “What is our role in the new ecosystem and is it a shift up or down from what we do today?” 

Additional follow-up questions include:

  • What are the building blocks in the 5G ecosystem for our industry?
  • Do we expect our industry to innovate at the forefront or leverage innovation efforts in adjacent sectors?
  • Who are the anchor partners we need to have a relationship with?
  • What new skills, behavior and culture changes may be necessary to become an effective partner in ecosystems?

The goal is to have an aligned view of the new ecosystem landscape, with a focus on the critical building blocks for the initial deployment phase.

Acknowledge the power of adding a use place focus

5G will eventually serve a wide variety of use-cases. The initial Ericsson study on the business potential for 5G in 2017 suggested 200+ use-cases across ten industries. The focus on use-cases remains central, but a clarifying complement on where your customers will need 5G first is valuable. These use places are easy to link to planned network deployment in zones, metropolitan areas or nationwide.

The strategic question to penetrate is, “Are the initial use cases we target limited to a particular geographical area, where we can expect early access to 5G networks?”

This question can be broken down into further discussions on:

  • What are the use places where we need networks first?
  • What is the size of those first use places?
  • What will set the agenda for network investments for a given use place, as a base to scale from?

Clarity of where to start, and if the first use places can be limited in time, size or scope, reduces execution barriers. Early deployments for 5G networks followed a pattern of labs, followed by small scale trials before heading to larger deployments. The use places of your business customers’ 5G needs can scale up similarly.

Recognize the three key wireless options

A crucial part of businesses’ digital transformation comes from the agility provided by wireless networks. Today, 4G and Wi-Fi complement each other to connect smartphones and laptops, with a large share of industrial devices supported by wired networks. The introduction of 5G and Wi-Fi 6 are new tools to the toolbox, and businesses are seeking guidance on how to best leverage the available options.

The topic for the discussion here is, “Which of the available 4G, 5G and Wi-Fi 6 options are best suited to deliver the wireless network performance your business needs?”

This can be drilled down even further to questions such as:

  • What types of devices guide your choices?
  • Which of the three options represents the minimum viable solutions?
  • What role will the existing wired and wireless networks play going forward?

A basic scenario is to upgrade 4G to 5G, and Wi-Fi 5 to Wi-Fi 6, within existing network domains. However, increased performance, security and reliability requirements and wireless options for in-building networks can eliminate borders between devices and edge computing sites.

Lock down the business model variables for private networks

Cellular networks and wireless LANs services use different business models today. Business model innovation is logical when cellular network technologies for new business applications are concerned. In its purest form, it is a choice between an OpEx-based as-a-service model, or a CapEx-based private network and we ultimately see a more multi-facetted scenario from the start.

The communication here centers around, “Which is the most suitable business model for a business’ private/hybrid network needs?”

We can break this question down further to:

  • What are our preferences when it comes to spectrum ownership, network assets ownership and network operations?
  • Do we have any use-cases with strong dependencies to unlicensed, shared, or licensed spectrum?
  • How much of the network capabilities need to be dedicated, ranging from radios only to complete communication applications?
  • Is our private network tied to specific premises or requiring wide-area network coverage?

We expect these preferences to vary between industries, with new business models defined around spectrum, assets, operations and network scope. The final consideration comes from the projected split between public and private network traffic. Expect to see dual slice networks, one private and one public slice, as a common request.

Carve out the essential use cases in the first use places

The final step in this practitioner’s guide focuses on locking down the few use-cases that make your business customers move down the path towards 5G with you in 2020. When looking at the challenge, consider the opening of a famous hamburger chain in 1937.

It is important to agree with your customer on the question, “What are the three, or fewer, essential use-cases that justify the deployment at our first use place?”

Through this discussion you should be looking for use-cases that can play the role of:

  • The hamburger – a use-case that is critical to serving well in the initial roll-out? Without this staple element the pivotal business value falls.
  • The milkshake – a use-case which complements the primary use-case by making the business solution either complete, or makes the business case for breaking even.
  • The French fries – an important use-case which adds value at a low incremental cost.

The broad potential of 5G enables us to see the second wave of customer-driven use-case innovation occurring once the network is in place. When your business has access to 5G networks, their creativity will bring the equivalent to the assortment of nuggets, apple pies, salads, sundaes and beyond. These additions will serve as significant future upsides, as long as they don’t force a delay in the introduction of 5G.

Summary

By reading this article, we hope that you feel armed with several new insights that you can put to work in your customer interactions tomorrow. What we have shared has a material impact in advancing 5G for business immediately in 2020.

As next step, sign up to our Practitioner’s Guide for accelerating 5G for business and deep dive into each of the actions described in this article.

ericsson.com/5G/business

Ericsson gets to the core of BT’s 5G network

Swedish kit vendor Ericsson is celebrating a deal win with UK telco BT, which will be deploying Ericsson’s dual-mode 5G Core on its Network Cloud.

The dual-mode bit refers to a combination of Evolved Packet Core and 5G Core, which means the Ericsson package supports 4G, 5G NSA and 5G SA. It’s fully container-based, which makes it cloud-friendly and will allow BT to deliver it on its new Network Cloud. It will apparently form a key component in BT’s move to a single converged IP network.

“Having evaluated different 5G Core vendors, we have selected Ericsson as the best option on the basis of both lab performance and future roadmap,” said Howard Watson, CTIO of BT. “We are looking forward to working together as we build out our converged 4G and 5G core network across the UK. An agile, cloud-native core infrastructure is at the heart of our ambition to enable the next generation of exciting 5G services for our customers and give the UK the world-class digital infrastructure it needs to win in the future global economy.”

Marielle Lindgren, Head of Ericsson UK and Ireland, kept things contrastingly short and sweet. “Ericsson and BT have a long history of working together and we are delighted to continue that relationship with this new dual-mode 5G Core deal,” she said.

It’s not clear from any of the supplied information how big a chunk of BT’s 5G core business Ericsson has grabbed, but this is a handy win for Ericsson regardless. The absence of an offsetting deal win press release from Nokia implies Ericsson is the dominant 5G core supplier for BT as Huawei, of course, is out of the question.

Edge computing and deployment strategies for communication service providers

This white paper describes edge computing from a CSP perspective, – how a solution is built up, the key industry challenges and how CSPs can choose different roles and deployment strategies when addressing opportunities. Depending on their market position and type of use case provided, they can choose an optimal model or a combination of models that suit their needs.