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THE
THINKINGNETWORKS
REVOLUTION:
WHITE PAPER
TABLE OF CONTENTS
Introduction 2
Creating New Revenue 2
Facing New Competition3
Leveraging Valuable Assets 4
Critical Juncture 5
Evolving to ThinkingNetworks 5
Phase 1: New Diameter Network 6
Phase 2: CloudXG7
Phase 3: MobileSocial 9
Phase 4: ThinkingNetworks 11
Conclusion13
A CALL TO ACTION FOR DIGITAL LIFESTYLE PROVIDERS
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THE THINKINGNETWORKS
REVOLUTION
INTRODUCTION
The convergence o universal mobile broadband access, virtually unlimited content, and
smart mobile devices has unleashed a seemingly insatiable consumer demand or more
content, applications, and services That escalating demand is impacting nearly every
aspect o the industry, ushering in a radical transormation in revenue streams, business
models, and value chains As a result, operators nd themselves at a critical juncture The
stakes have never been higher and timing never more critical To capture and monetize
the mobile data opportunity, service providers must act quickly to transorm the way they
approach their business and their networks, transitioning rom being network and device
providers to digital liestyle providers Underpinning this shit is the need to evolve
existing network architectures to more fexible, sotware-dened ThinkingNetworks that
can manage dynamic applications, oster innovation, and respond in real-time to rapidly
changing network events and service demands
CREATING NEW REVENUE
To date, mobile operator revenue streams have been dominated by three main waves:
voice revenue derived rom basic voice communication and mobility; messaging revenue
generated by peer-to-peer short message service (SMS); and access revenue driven largely by
data demand Each revenue wave has ollowed a standard adoption growth curve When
penetration hits 70 to 90 percent o the subscriber base, revenues peak and then begin to
decline The rate at which these revenue curves peak and decline is dependent on a number
o actors, including competitive pressures, regional economics, and usage models1
Figure 1. Service Provider Revenue Growth Curves
Voice revenue already is in decline in most developed markets By 2013, its predicted
that voice revenue globally will all below the 60 percent threshold2 The messaging and
access waves have helped oset the loss o voice revenue Messaging is expected to
increase globally at a compound annual growth rate o three percent over the next ve
years3 However, new IP message services like WhatsApp and iMessage are beginning to
attract consumers attention, particularly those with smartphones This shit resulted in
$22 billion in lost messaging revenues in 2012 Between 2012 and 2020, it is projected
Insatiable consumer
demand or mobile
applications and
content is impacting
nearly every aspect
o the industry,
ushering in a radical
transormation in
revenue streams,
business models, and
value chains
1 Chetan Sharma, Operators Dilemma: The 4th Wave, July 20122 Chetan Sharma
3 Inorma Telecoms & Media, Press release: SMS will remain more popular than mobile messaging
apps over next ve years, May 29, 2012
Voice
NetRevenue
Subscriber Penetration
Messaging Access Digital Lifestyle
Service
Chetan Sharma Consulting, 2012
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that operators will experience $479 billion in cumulative lost revenues to over-the-top
(OTT) voice over IP (VoIP) providers4
The third revenue wave access is in a growth phase globally However, the margin
pressure on these revenues is the greatest as capacity demand is doubling every year in
most major markets, which is driving up the costs to realize this revenue wave Revenue
growth is predicted to continue or the next three to ve years beore it, too, reaches its
peak At that point, all existing revenue waves will be in decline 5
Clearly, operators need to look toward a new revenue wave to compensate or the
inevitable decline in voice, messaging, and access The ourth revenue wave digital
liestyle services is underway It consists o the mobilization o various existing services
commerce, payments, health, entertainment, and advertising and the convergence omobile communications, entertainment, and social media that will create a new mobile
social ecosystem
FACING NEW COMPETITION
As the nature o communications changes, competition, business models, and value
chains are also evolving With the previous three revenue waves, consumer services,
inrastructure, and value chains were generally dominated by and controlled by the service
provider As a result, the competitive playing eld largely was limited to other operators
This new mobile social ecosystem brings with it a new breed o OTT competitors who
understand the data savvy consumer They are well unded, not saddled with legacy
inrastructure and operations, and oer innovative, valuable services As OTT providers
garner an increasing share o the market, theyre creating a new dynamic called data in,
dollars out Subscriber consumption o OTT content and services is responsible or the
bulk o the data trac being generated on mobile networks; however, mobile operators
realize little to none o the revenue being generated by these services That leaves
operators in the dicult position o providing the costly resources to drive bandwidth-
intensive services but playing a smaller role in the application and device revenue chain
The new OTT competitors are successully decoupling applications rom the underlying
inrastructure They are amassing large volumes o valuable subscriber prole and payment
inormation that can be used to create a highly personalized subscriber experiences,
sophisticated service packages, and advertising Moreover, they are building direct
commercial relationships with subscribers As a result, operators are losing their brand
relevance in the mobile social ecosystem The top our global brands Google, Apple,
Microsot, and IBM are not service providers; they are technology providers6 In this
intensely competitive landscape, brand is a powerul strategic weapon that can be
leveraged to oster customer loyalty and generate signicant revenue through the creation
o an ecosystem that is valuable to its consumers
4 Ovum, The Future o Voice, July 2012
5 Chetan Sharma
6 Ernst & Young, The Top Ten Risks in Telecommunications, 2012
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Operators cannot block this trend, but, i they architect their networks properly, they
can leverage it to create new business relationships and models To solidiy their stake
in the mobile social ecosystem, operators must shit their business strategy and movebeyond providing access to mobile data services They must ocus squarely on creating
value in their subscribers minds by oering innovative services plans, adding value to OTT
applications, and developing new revenue sources such as loyalty programs and mobile
advertising Operators who are successul with these initiatives will strengthen their own
brands with their subscribers
LEVERAGING VALUABLE ASSETS
Operators hold a trove o assets that can enhance applications resources that can be
parlayed into new service models and resh revenue streams They own the networks that
carry content to virtually every connected device and the relationships with the millions
o subscribers who depend on them or always-on connectivity Providers are sitting on a
cache o real-time subscriber and network data that gives them unique consumer insights
ew businesses can rival Moreover, by protecting their subscribers personal data and
inormation, they have established a trust actor with their consumers
The challenge is to intelligently leverage those subscriber and network assets by combining
them in new and innovative ways to create a more valuable, localized, and relevant
subscriber experience Recent research indicates that subscribers are willing to pay at least
three dollars more per month or individual services like social networking, cloud services,
VoIP, and video Moreover, when those services are bundled together, consumers are
willing to pay an extra six dollars per month7 Ernst & Young notes that repurposing
customer data in new ways can enable operators to improve their market positioning,
through advantages such as better business intelligence or example, anticipating
market and customer changes beore competitors and reusing network data or
collaborative partners and sector verticals8
. i .
i
i
i
i
i
i
i ii
iI
i i
i
i
ii
i
i
I
i
iI ii
Any FOURServices
Any THREEServices
Any TWOServices
RemoteLock / Wipe
Cloud Business
Cloud Consumer
Televisionand Movies
Voiceover IP
SportsNews /
Video Clips
Multi-PlayerGaming
SocialNetworking
WebBrowsing
E-Mail$0
$3
$6
$9
$12
$15
WillingnesstoPay
($)
PercentageInteresteda
tanyPrice(%)
CompositeUSAUKKoreaIndiaBrazil
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Source: Signals Research Group, 2013
Figure 2. Willingness to Pay or Service Bundles, o those Interested, by Country
To solidiy their stake
in the mobile social
ecosystem, operators
must shit their
business strategy
and move beyond
providing access to
mobile data services
They must ocus
squarely on oering
innovative services
plans, adding value
to OTT applications,
and developing new
revenue sources such
as mobile advertising
7 Signals Research Group, Mobile Broadband Pricing and Bundling: The Voice o the Consumer, 2013
8 Ernst & Young, 2012
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CRITICAL JUNCTURE
Operators cant aord to be late to the game Mobile device and OTT application
providers already are poised to capture their markets and customers I operators hope
to take advantage o market disruptions and capitalize on the digital liestyle revenue
wave, the time to act is now They must move quickly to rearchitect their networks into
highly adaptable and fexible ThinkingNetworks Those that delay might nd themselves
consumed by the powerul orces o the competitive markets and some relegated to the
dustbin o mobile history9
How operators react to and maneuver in the new mobile social environment will dene
their success or ailure over the next decade They need to adapt their business models to
a wider ecosystem and make rm decisions about which revenue sources they are going
to target within that broader environment10 Will they ollow the utility service path,
supplying the network inrastructure or third-party application and service providers? Will
they serve as enablers, providing a robust network, application programming interaces
(APIs), and data that power the most useul and popular consumer applications and
services? Or, will they retool their business models and open their network or innovation
to become digital liestyle providers, leveraging the mobile social ecosystem, social media,
entertainment, rewards programs, and mobile commerce partners?
EVOLVING TO THINKINGNETWORKS
Existing networks were not built to handle dynamic applications, oster innovation, and
respond quickly to rapidly changing markets to meet the demands o the connected world
To support the digital lie style, the network must provide more than a connection It must
have an analytical view o the relationship between ALL o the services it carries the
characteristics o each as well as the impact o one service on another For example, i
demand or one service surges, the network must understand how that surge may impact
other services and ensure that their service quality isnt degraded To reinvent themselves
as digital liestyle providers, operators will need to evolve their networks into highly
ecient sotware-dened ThinkingNetworks
The ThinkingNetworks vision embodies an architectural and operational evolution o
network capabilities It creates a more ecient and fexible network architecture that
responds dynamically to changing subscriber and service needs ThinkingNetworks
intelligently orchestrate the interaction between services and network elements to make
real-time decisions on who, what, when, where, and how resources are allocated They
ensure that subscribers receive the appropriate quality o service (QoS) and quality o
experience (QoE) based on their subscription entitlement, device type, and application
requirements This is accomplished on demand - without having to over-provision each
network domain
I operators hope to
take advantage o
market disruptions and
capitalize on the digital
liestyle revenue wave,
the time to act is now
They must move quickly
to rearchitect their
networks into highly
adaptable and fexible
ThinkingNetworks
9 Chetan Sharma, 2012
10 Ernst & Young, 2012
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Centralized management, virtualized application sotware, and the programmable nature
o ThinkingNetworks enable aster, more responsive service deployment Operators can
create new services on-the-fy Furthermore, they can develop new and innovative businessmodels and relationships with third parties in real-time without having to re-architect the
network
ThinkingNetworks bring the architectural elasticity and agility to mobile data networks,
which are essential to enabling the new business models and services necessary or
operators to become digital liestyle providers The creation o sotware-dened
ThinkingNetworks will be an evolutionary process a transition built on our overlapping
phases
MobileSocialRepository
Mobile PolicyGateway
OTT ApplicationManager
ThinkingNetworks
Network EventListener
Policy-DirectedSDN Controller
MobileSocial
CloudXG
CloudXGOrchestrator
CloudXGVirtualizer
CloudXGFlow Manager
New Diameter
NetworkPolicyServer
DiameterSignalingRouter
SubscriberProle
Repository
Figure 3: The Four Phases o ThinkingNetworks
PHASE 1: NEW DIAMETER NETWORK
The New Diameter Network (NDN) is the oundation or ThinkingNetworks In this
phase, an independent, intelligent control layer is created to orchestrate Diameter-based
communication among gateways, policy servers, charging systems, subscriber prole
databases, and mobility and session management unctions This phase places operators in
the position to scale the network or growth and to monetize mobile data
The three most critical NDN elements are:
The Diameter Signaling Router (DSR), the central nervous system o the NDN,
provides the scalability, reliability and fexibility in the core network to manage mobile
data and signaling growth
The Policy Server (PCRF), the network brain, provides the real-time logic and rules
that enable new business models and revenue streams
The Subscriber Profle Repository (SPR), the networks memory, personalizes those
rules based on a subscribers prole, state and usage data
Creating a scalable Diameter network is critical to a successul mobile data business
model since mobile networks, especially those powered by LTE gear, will be bombarded
with control trac that will eventually overwhelm the limited routing capabilities o
Diameter-based equipment, such as policy servers, online charging systems and subscriber
To support the digital
lie style, the network
must provide more
than a connection It
must have an analytical
view o the relationship
between ALL o the
services it carries the
characteristics o each
as well as the impact o
one service on another
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THE THINKINGNETWORKS
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data repositories11 The NDN will continue to be critical because the industry is in the
early days o Diameter signaling growth As service providers evolve to become digital
liestyle providers, the amount o Diameter trac being managed will escalate as theyexpose policy, charging, analytics and subscriber data to enhance OTT applications and
mobile advertising, machine-to-machine services (M2M), and mobile commerce services
Given that Diameter signaling trac is expected to grow at a compound annual growth
rate (CAGR) o 252 percent between 2011 and 2016, managing the pending Diameter
signaling growth is a top priority or mobile operators12
Diametertransactions/second/su
bscribers
Network TPS
OTT/Advertising TPS
Payment TPS
2012 2017Time
M2M TPS
Figure 4. Diameter Signaling Trafc Growth
With the NDN in place, operators can leverage data in subscriber databases, which are
accessible by policy servers, Diameter routers, and other equipment Moreover, they can
begin to monetize the mobile Internet with basic use cases like tiered services, shared data
plans, day passes, turbo boosts, and third-party subsidized data access13
PHASE 2: CLOUDXGTM
In this second phase o network evolution, the intelligent NDN layer moves to the cloudThis represents a undamental shit in the way operators improve network scalability
and fexibility With CloudXG, operators leverage virtualization and sotware-dened
network (SDN) technologies to deliver dynamic and elastic scalability in terms o sessions,
transactions, and throughput This is accomplished by standard hardware supported by the
virtualization middleware layer or hypervisor This phase is a critical step towards enabling
fexible network streams or dierent types o services It also helps operators reduce
capital and operational expenditures by creating more fexible network architecture and
Creating a scalable
Diameter network is
critical to a successul
mobile data business
model since mobile
networks, especially
those powered by
LTE gear, will be
bombarded with
control trac that
will eventually
overwhelm the limited
routing capabilities
o Diameter-based
equipment, such as
policy servers, online
charging systems
and subscriber data
repositories
(Tekelec, LTE Diameter
Signaling Index, 2012)
11Sizing Up the Diameter Signaling Market: Will It Live Up to the Hype?Current Analysis,December 2011
12 Tekelec LTE Diameter Signaling Index: Forecast Report and Analysis 2011-2011, Tekelec, 2012
13The New Diameter Network, Tekelec 2012
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deployment options For example, operators no longer need to build excess core network
capacity to address peak usage as virtual resources can be temporarily moved to dierent
locations based on changing trac levels
This CloudXG phase is composed o our main components:
The Cloud Platorm provides the common virtualization hypervisor or the NDN
components using o-the-shel hardware
The Cloud Virtualizer uses virtualization technologies to dynamically add/remove
compute resources to the available hardware pool
The Cloud Orchestrator provides dynamic allocation o NDN compute resources
as needed and tells the Cloud Virtualizer and Cloud Flow Manager to instantiate
additional Diameter resources For example, i the load on a Diameter SignalingRouter in a particular location recedes and there is a surge in the need or Policy
Server resources, server blades can be reallocated to additional Policy Server instances
This can be done with stateul binding to maintain sessions and context or the newly
instantiated resources
The Cloud Flow Manager uses SDN technologies such as OpenFlow to dynamically
manipulate trac fows entering or leaving the cloud For example, when a network
with one active Diameter Signaling Router experiences a signaling trac surge,
additional server blades with DSR instances can be added to manage it The Cloud
Orchestrator instructs the Cloud Flow Manager to direct signaling fows to the newly
instantiated Diameter resources in the cloud
The CloudXG phase also denes a new model or how services are oered to subscribers
It is the rst step in enabling mobile service providers to expose key assets and capabilities
network services, policy rules, subscriber data, and charging proles as a service to
OTT, cloud, and M2M service providers as well as consumer and enterprise subscribers
CloudXG Orchestrator
External Traffic
CloudXG Flow Manager
Hardware Pool
CloudXG Virtualizer
DSRVirtual
Machine
SPRVirtual
Machine
PCRFVirtual
Machine
Figure 5. CloudXG Phase
With CloudXG,
operators leverage
virtualization andsotware-dened
network (SDN)
technologies to deliver
dynamic and elastic
scalability in terms o
sessions, transactions,
and throughput
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PHASE 3: MOBILESOCIAL
The scalable intelligence, capacity and control provided in the CloudXG phase, allows
operators to extend their business models beyond access services With the transition to
the MobileSocial phase, mobile operators leverage network and subscriber intelligence
to provide valuable opt-in, mobile advertising, and other personalized oers to over-the-
top application and content providers This paves the way or them to become digital
liestyle providers In this phase, operators dont just passively acilitate the fow o services
between the subscriber and OTT service providers They play an active push role in
determining what, when, where, and how services are oered to a particular subscriber
based on many actors including specic usage behavior, preerences, and service
agreements Operators make those determinations by collecting and analyzing the vast
amount o dynamic subscriber data that is generated every second in their networks as
well as rom Big Data sources In many cases, this data is unique to network operators and
extremely valuable to advertisers and content providers ghting or consumers attention
Today, however, this inormation is oten trapped within the network, and operators lack
the tools to eectively monetize it
In this phase, policys reach becomes pervasive as it becomes the primary engine or
innovation and dierentiation Policys role expands beyond the boundaries o the core
network to subscriber devices, M2M devices, cloud providers, and service delivery and OTT
provider platorms It acts as the network brain, orchestrating the subscriber experience, by
leveraging network, subscriber, device, and application awareness, together with Diameter
signaling routing It enables operators to dynamically control the when, where and how
o service delivery For example, it may not be appropriate or an operator to deliver an ad
during business hours Using knowledge o the subscribers opt-in preerences and daily
behavior, the operator can ensure that such content is only delivered during o hours
Further, to optimize the subscriber experience, operators can leverage policy to match the
type o service video versus voice versus text with the best available access technology
For instance, an operator can choose to deer the delivery o a particular service until a
suitable access technology is available rather than risk an unpleasant usage experience by
delivering it on suboptimal access With the advanced policy capability o the MobileSocial
phase, operators can harness knowledge o the subscribers device capabilities to optimize
service presentation and interaction at the device itsel And, with the application
management unction, they can ensure a secure interconnection to OTT providers and Ad
networks, which is undamental to service personalization
At this stage o network evolution, operators are building marketing brand loyalty as an
integral part o the mobile social ecosystem by enabling new business models such as:
Opt-in advertisements, oers, and new service recommendations that are
personalized to the individual and contextually relevant
Subsidized mobile data access sponsored either by ads or third-party application andcontent providers
With the transition
to the MobileSocial
phase, mobile operators
leverage network and
subscriber intelligence
to provide valuable opt-
in, mobile advertising,
and other personalized
oers to over-the-top
application and
content providers
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Integrated loyalty programs within a community o ecommerce and merchant
partners
Aggregated analytics data about uptake and usage o OTT service
Secure identity management or single log-in to third-party services
Simple, ecient, and secure mobile payment transaction services\
Consumer and enterprise cloud services, including policy as a service, identity as a
service, and charging as a service
Figure 6. Personalized, Targeted Ads
The MobileSocial phase builds on the NDN and CloudXG phases with the ollowing key
components:
The MobileSocial Repository (MSR) provides the tools to unlock a trove o
subscriber data It enables operators to collect large volumes o subscriber and
relevant network data via a highly scalable, high-throughput database based on the
latest advances in big data technology The MSR can accept real-time eeds rom
multiple network sources without any service impacts It encompasses analytics
capabilities to determine subscriber behaviors, norms, preerences, and connections
The MSR also provides a mechanism by which third-party inormation requests are
veried against subscriber privacy preerences, allowing operators to saely and
securely share subscriber data while protecting subscriber privacy
The OTT Application Management Function interaces with the MSR, allowing
operator-controlled or third-party services to securely retrieve subscriber intelligence
via standard, open APIs Using this unction, operators can access subscriber
intelligence without impacting ongoing MSR data collection operations It has a low
enough latency to support services that interact directly with consumers such as real-
time bidding in display advertising
AttractantContent
Broadcast Narrowcast
Pointc
ast
Ads
Ads
Your
Ad
Here
Ads
Ads
Advertisers
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The Mobile Policy Gateway extends policy directly to devices, allowing operators to
manage mobile and Wi-Fi network selection based on preerential network access,
subscriber tier or type, device type, application usage, or network conditions It also
reduces signaling rom chatty applications to improve the subscriber experience and
secure devices and personal inormation by blocking malware and raudulent activity
This is critical or new services such as mobile commerce
The Trafc Detection Function characterizes media fows on selected, high-value
services at a much more granular level than is available with todays deep packet
inspection (DPI) and video optimization unctions This capability enables superior
personalization o application-based services
Figure 7. MobileSocial Phase
PHASE 4: THINKINGNETWORKS
The end game o this evolutionary process is the creation o highly evolved, sotware-
dened ThinkingNetworks Like the human mind, these networks think or themselves
They process new inormation with what they already know, morphing and gaining
more intelligence as time, events, and content are added rom a multitude o sources
ThinkingNetworks sel-organize, sel-optimize, and sel-determine responses to
unprecedented and unpredictable events They anticipate subscribers behaviors and uturepreerence patterns Operators are able to understand their subscribers digital liestyles,
including where they work or travel, what devices they use, and what they like and dislike
Armed with that level o subscriber knowledge, they are able to crat a highly personalized
and relevant subscriber experience that matches each subscribers needs Moreover,
operators can apply that data to new services and content in real time
The oundation o this ThinkingNetworks model is the New Diameter Network It embodies
the critical intelligence and control assets to enable service providers to manage their
business independent o the underlying network technology This approach simplies the
network architecture by eliminating redundant control elements
ThinkingNetworks
sel-organize, sel-
optimize, and sel-
determine responses
to unprecedented
and unpredictable
events They anticipate
subscribers behaviors
and uture preerence
patterns
Traffic Detection Function
OTT Application Manager
New Diameter Network
PCRF DSR SPR
Mobile Policy Gateway
MobileSocial Repository
Fixed Device
Mobile Device
LTEWi-Fi
3G
External OTT/Cloud Providers
Trusted OTT/Cloud ProvidersPolicy on
the Device
Policy onthe Device
Big Data
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The extreme fexibility o ThinkingNetworks supports dierent streams or best eort
Internet, OTT subsidized data, M2M, and cloud services using policy-directed SDN control
and advanced network event reporting capabilities Network control expands beyondbandwidth, applications, time, and speed It includes signaling, compute resources,
devices, and Internet protocol (IP) fows, allowing operators to monetize end-to-end
QoE At this stage, the network provides the fexibility and innovation that is essential to
enabling the new business models and services that are the hallmarks o digital liestyle
providers
The ThinkingNetworks phase includes:
The Network Event Listener listens and reports on network events to the
Policy-Directed SDN Controller (PDSC) Network events include radio access network
(RAN) congestion, degradation in data session setup times, excessive invocation opolicies by the Policy Server, excessive number o ailed Diameter endpoints, and
requirements or special handling o high-value data sessions by the Policy Server
Examples o event listeners include: event records, analytics, and alarms rom the
Policy Server; Diameter message inormation; alarms rom the Diameter Signaling
Router; congestion eeds rom RAN probes; and overload alarms rom Trac
Detection Functions Reports can be sent to an advanced analytics platorm to
provide rich segmentation and insight into customer and network behavior to inorm
the PDSC and design and implement new service plans
The Policy-Directed SDN Controller receives reports or triggers rom the Network
Event Listener It evaluates the network situation and makes decisions based on this
evaluation along with subscriber intelligence rom the MSR and business logic rom
the operator using a sophisticated, rule-based policy engine It directs the denition
o new QoS rules based on IP fow conditions It can also selectively manage high-
value IP fows that are associated with subscriber sessions o interest using OpenFlow
or other standards For example, the PDSC can direct:
A subscribers IP fow towards a video optimization platorm in order to optimize
the subscribers viewing experience based on their device type
A specic set o IP fows requiring DPI services towards a DPI platorm rather
than requiring all IP fows to pass through the DPI This signicantly improves the
eciency o the DPI since it no longer needs to process all IP trac
IP fows in the Diameter signaling network to route trac around congested areas
o the network based on real-time conditions and signaling loads
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Figure 8. ThinkingNetworks Phase
CONCLUSION
There is a radical transormation underway in the telecom landscape, and its impact is
being elt in nearly every aspect o the industry revenue streams, business models, and
value chains For operators, the stakes have never been higher and timing never more
critical To secure their claim in the digital liestyle ecosystem and capitalize on the ourth
revenue wave, operators must move quickly to transorm their business models and their
networks
Equipped with ThinkingNetworks, operators place themselves squarely at the center
o subscriber interaction as digital liestyle companies and ecosystem providers The
ThinkingNetworks vision opens the door to unlimited options or partnerships and services
with third parties, including OTT application and content providers, mobile advertisers,
mobile payment providers, M2M and cloud service providers ThinkingNetworks provide
elasticity, fexibility, and innovation to create dynamic applications, oster innovation, and
respond quickly to rapidly changing markets to meet the demands o the connected world
ABOUT TEKELEC
Tekelecs intelligent mobile broadband solutions enable service providers to manage
and monetize mobile data in LTE, IMS and 3G networks We are the architects o the
New Diameter Network, a portolio o session, policy and subscriber data management
products that lay the oundation to evolve to sotware-dened ThinkingNetworks More
than 300 service providers use our market-leading solutions to deliver cloud, machine-to-
machine and personalized services to consumers and enterprises For more inormation
visit wwwtekeleccom
Diameter Signaling Transport High Value IP Transport
New Diameter Network CloudXG MobileSocial
New Diameter Networkevents
Policy-Directed SDN Controller
Network Event Listener
Tekelec Event Reporters
Real-time Situation
CloudXG events MobileSocial events
Core Networkevents
3rd Party Event Reporters
3rd Party
OSS or
Controller
Access events Big Data events
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REVOLUTION
ACRONYMS USED IN THIS DOCUMENT
CAGR Compound Annual Growth Rate
DPI Deep Packet Inspection
DSR Diameter Signaling Router
ICL Independent Control Layer
IP Internet Protocol
LTE Long Term Evolution
M2M Machine to Machine
MPG Mobile Policy Gateway
MSR Mobile Social Repository
NDN New Diameter Network
OTT Over the Top
PCRF Policy and Charging Rules Function
PDSC Policy-Directed SDN Controller
QoE Quality o Experience
QoS Quality o Service
RAN Radio Access Network
SDM Subscriber Data Management
SDN Sotware Dened Network
SMS Short Message Service
VoIP Voice over IP
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Tekelec has more than 300 customers in more than 100 countries.
For inormation on our worldwide ofces, visit the Tekelec
website at www.tekelec.com/ofces.
This document is for informational purposes only, and Tekelec reserves the right to change any
aspect of the products, features or functionality described in this document without notice. Please
contact Tekelec for additional information and updates. Solutions and examples are provided for
illustration only. Actual implementation of these solutions may vary based on individual needs and
circumstances.
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Tekelec. All other trademarks are the property of their respective owners.
www.tekelec.com
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