Managed Services from NokiaEfficiency, Quality, Business Focus

White Paper

2

White Paper

Executive summary 3

Changing business pressures on mobile operators 4

Technical operations and managed services 5

Process for entering a managed services contract 6

What is core, what is context? 6

Business targets for outsourcing 6

Implementation approach 6

Managing the outsourcing program 6

3rd party vendor selection 6

Nokia is a proven managed services provider 9

Contents

3

White Paper

Executive summary

In today’s competitive and dynamicmarketplace, operators are consideringhow to manage the new challenges for their own benefit. Price competitionamong mobile operators is gettingtougher, while new mobile servicespromise additional revenues anddifferentiation – requiring furtherinvestment and attention to technologicaldevelopment.

These and other changes in the businessenvironment are pushing operators torethink their business strategies and look fornew opportunities to solve these challenges.One opportunity is to consider managedservices and outsourcing for technicaloperations to make their business strategymore competitive.

There are many reasons for evaluating themanaged services option – and no singleright answer. Every operator should thereforeconsider the opportunity from its ownstarting point since despite the similaritieseach operator's business situation is unique.An operator needs to consider focus,competence management, cost efficiency andeconomies of scale before making a decisionfor the scope of managed services.

Managed services provide interestingopportunities, especially for small andmedium sized mobile operators – and inNokia’s opinion every operator shouldevaluate this opportunity. Managed serviceswith outsourcing activities for technicaloperations can benefit the mobile operatorthrough:

• Positive impact on shareholder value • Savings of up to 20% in technical

operations OPEX• Sharpened management focus on their

customers, brand and business • Quality commitments contributing to

service differentiation• Access to the best expertise.

Developing a managed service modelrequires careful preparation both by theoperator and the managed service provider.The decision to outsource non-core activitiesto an outside supplier is understandablybusiness critical and involves considerablethought and analysis. These analysesinclude decisions about what is optimalscope for outsourcing, what are the relatedbusiness objectives, how to manage theoutsourcing process, and how select themanaged service provider.

The choice of provider of managed servicesis critical. It is important that the selectedprovider has the skill and expertise toensure that the operator’s network is fullyfunctional and available delivering thehighest quality of service. Success dependson the provider’s capability to executelocally its end-to-end know-how andcapacity to plan, operate and optimizenetworks.

Nokia can draw on its long experience ofimplementing and operating networks. Todeliver the highest quality of managedservices, Nokia has a unique end-to-endcapability, ranging from terminals tonetwork elements, and an industry leadingOSS, Nokia NetAct™, for optimizing andenhancing operations. Nokia is active in allkey markets on all continents and has so far(situation in December 2004) deliveredmanaged services to 32 operators globally.

Managed services fornon-differentiating activities

Customer relationshipmanagement

Technicaloperations

Servicemanagement

Enhanced management focusimproved EBITDA

Positionin the future

Positiontoday

Operator

Operator

Figure 1. Operations outsourcing – The restructuring of the value chain.

4

White Paper

Figure 2. Drivers for considering operations outsourcing.

Changing business pressures on mobile operators

Significant changes are happening in thetelecommunications industry. As a result,operators are considering how to managethe new challenges for their own benefit.The traditional criteria of coverage,capacity and quality are outmoded in themature mobile market. Operators need torethink their business logic and positionin the market to maintain and reinventtheir sustainable competitive advantage.

Competition is getting tougher, especiallyprice competition resulting in loweraverage revenues per subscriber (ARPU).New mobile services promise additionalrevenues and differentiation, but alsorequire management of new serviceplatforms and technologies – contributingto increasing complexity. Technologies, suchas EDGE and WCDMA, promise additionalopportunities for new mobile services andbusiness models – but require investmentsin technical operations and servicedevelopment.

In the telecommunications industry, theterms Managed Services and Outsourcingare often used interchangeably, so thatManaged Services also refers to alloutsourcing cases. Nokia defines Managed

Services as the delivery and management ofprofessional services under a long durationcontract that includes a service levelagreement with incentives.

Against this background, competitivepressures are forcing operators to focuseven more sharply on the core customer-facing aspects of their business such asservice development and management,marketing, branding and customerrelationship management. To focus on thesecore aspects of their business, manyoperators are seeking to reduce complexityby outsourcing much of their technicaloperations activities to managed serviceproviders (see figure 1 on page 3).

For technical operations of an operator,managed service including outsourcing isunderstandably a major change. Theoperator needs to consider carefully theadvantages and disadvantages of thisoption. The major considerations are asfollows:

• Is outsourcing and managed services inline with and contributing to the business strategy and objectives?

• What would be the requirements for the

managed services deal so that outsourcingcomplements the operator's business?

• What is the scope of the operations to beoutsourced?

• What are the specific targets andobjectives for the outsourcing and managed services deal?

• What are the criteria for a successfulmanaged services provider?

• How should the operator manage theoutsourcing process?

There are many reasons for evaluating theoutsourcing option – and no single rightanswer. Every operator should thereforeconsider the opportunity from its ownstarting point since despite the similaritieseach operator's business situation isunique. The main drivers considered bymost operators are:

• The need to reinvent the business as thebusiness environment changesAs the competitive pressures increase, theoperator needs to rethink his businessstrategy and position in the value chain.One solution – contributing both todifferentiation and cost leader strategies –is to simplify the value chain and movecloser to customers through mobileservices.

• The need to be able to focus on the most differentiating activities Most operators still want to differentiatewith new mobile services, content andportals. All of these require extensiveefforts to develop, launch and market withincreasing time-to-market pressures. Beingable to focus on these most differentiatingactivities is a significant benefit – whilethe technological environment isbecoming more complex.

• The need to improve operationsefficiency – to improve EBITDANo matter of the operator's competitivestrategy, there is a need to increase the cost efficiency of basic technicaloperations. And after usual processoptimization and competencedevelopment, the main source for costefficiency is economies of scale. For verylarge operators and international operatorgroups it is possible to gain significant

•

•

Need to improve efficiency

Lowering ARPUs

Need to optimize OPEX

New competences

• required for newtechnologies

• required for newmobile services

Enablers:• Emerging managed services

providers• OSS and IT development

Managed services• customers

• mobile services

• brand

Need to focuson mostdifferentiatingactivities:

5

economies of scale in-house. Small andmedium sized operators shouldconsider also whether a managedservice provider could deliver benefitsfor their business by creating highereconomies of scale on their behalf.

• The need to improve quality of servicesand operationsIn mature markets, if the operatormanages the operations and networkproperly with necessary capacityincreases and modernization, the qualityof service will be meeting the customer'sexpectations. However, the quality isunlikely to be a differentiating factor asall the operators can deliver the same. Butthe new mobile services and applicationsprovide excellent possibilities for qualitydifferentiation and grabbing marketshare – in a certain time window. Theoperator should make the most out of thiswith the chosen help of the experiencedmanaged service provider.

• The need to manage technology andoperational challengesIn traditional operator-vendor relation-ships, the operator has responsibility fordeploying mobile services - networktechnologies, billing and customer carereadiness. This integration responsibilityhas a fair share of risk involved in it.Managed services contract can be set upin a way to reduce this technology andoperational risk, linking serviceprovider’s incentives to operator’sbusiness objectives.

• The need to improve CAPEX utilizationImproving CAPEX utilization is one of thekey opportunities for improvingoperator’s cash flow. Managed servicescovering network design, optimizationand operations activities, can be used totrack and improve CAPEX utilization.

The importance of these drivers differsfrom one operator to another, so each ofthese drivers needs to be consideredcarefully. Since outsourcing of technicaloperations is such a major change, itshould be based on the correct and well-considered reasons.

White Paper

Quality of basicmobile services

- service differentiation

Availability of mobile network

- coverage, capacity and availability

Advancedmobile services

Managementattention

Opportunities for all operators to benefitfrom managed services

Considermanaged services

Considermanaged services

Figure 3. Emerging trend for mobile operators – change of focus in mobile operator life cycle.

Technical operations and managed services

Technical network operations areincreasingly no longer seen as adifferentiating activity that is critical forthe mobile operator's competitivesuccess. Yet, operating mobile networksefficiently and effectively is still essentialto the success of operators.

Driving down costs by improving the cost-effectiveness of these day-to-day operationsis an important objective. The economies ofscale and improved efficiency thatmanaged service brings have been shownto bring savings of up to 20 per cent intechnical operations OPEX.

At the same time, operators must achieve abalance between what they outsource andwhat they retain. Generally, the mobileoperator should maintain an active role in:

• Designing the overall mobile servicedelivery architecture

• Defining the approach to service qualitymanagement covering all the necessarytechnology areas

• Defining the network master plan that isthe basis for service roadmaps andmarketing campaigns.

Managed services with outsourcing is notthe only solution to all the challengesfacing an operator, but should beconsidered thoroughly as one of the mostimportant options. When well aligned withbusiness strategy, can benefit the mobileoperator through:

• Positive impact on shareholder value • Savings of roughly 20% in technical

operations OPEX• Sharpened management focus on their

customers, brand and business• Quality commitments contributing to

service differentiation• Access to the best expertise.

The trend towards outsourcing networkoperations is growing. Each year more andmore operators outsource some part ormost of their technical operations tomanaged service providers.

6

White Paper

Developing a managed service modelrequires careful preparation both by theoperator and the managed serviceprovider. In reality, the intent is not onlyto transfer a specific function from theoperator to the service provider, but it isalso about carefully defining theinterfaces to all relevant organizationalunits. In addition, attention has to bepaid to treating personnel well so as notto lose any key persons. The figure 4outlines key drivers and requirements,which in Nokia’s experience contributeto the creation of a successfuloutsourcing model.

The decision to outsource non-core activitiesto an outside supplier is understandablybusiness critical and involves considerablethought and analysis. Each operator’sbusiness situation is unique and numerousissues and drivers have to be weighed up.Outside expertise can provide beneficialinsight and the mobile operator shouldconsider assigning specialized consultants to

help with the process. Nokia is also mostinterested in supporting mobile operators inthis process.

What is core, what is context?When deciding on the scope of theoutsourced activities, the most importantquestion is "What is core, what is context?"This should be driven by the operator'soverall competitive strategy. Core activitiesare those key areas, which the operatorbelieves he can do better than thecompetition and thereby gain sustainabledifferentiation and competitive advantage.

Those activities defined as context arepotential areas for outsourcing, but it doesnot always make sense to outsource all ofthem. Actual outsourcing scope could beanalyzed from the angle: “What areas can bedone just as well, or better, by another party,and what are the benefits of doing so?”

There is not a single answer to what is corevs. context for a mobile operator. Some

operators view customer care, for example,as a core function as it interfaces withclients, while others outsource it. Manyoperators are considering outsourcingsmaller or larger parts of their networkrelated technical activities and so on.

Nokia has strong experience of managedservices and outsourcing in the networkspace. The main options of managedservices offered by Nokia are presented inthe figure 5 on page 7. The scope can varyfrom Field Operations (roll-out andmaintenance activities) to Nokia beingresponsible for the whole end-to-end mobileservice performance.

Business targets for outsourcing Business targets need to be clearlyunderstood and defined before entering intodetailed planning and implementation ofoutsourcing. Selected drivers need to befurther clarified to a degree that businessrelevant measurable targets can be defined.At least some of the targets are quantifiable

Process for entering a managed services contract

Drivers Outsourcing model Requirements

Cost reduction

Complexityreduction

Service qualityimprovement

Buffer for peakworkloads

Focus oncore competencies

• Clear joint intent & alignedobjectives

• Clear scope for managed services

• Well planned transition

• Long-term contract

• Service level agreement

• Incentives for both parties

• Practical contract management

• Contractual flexibility foremerging needs

Outsourcing intentaligned with businessstrategy

Good understandingwhat to outsource

Defined objectives forthe managed services

Commitment to make ithappen

Available, interested &competent managedservice provides

Figure 4. Development of outsourcing model for technical operations

7

White Paper

so that their impact on profitability viaadditional revenues and/or cost savings canbe analyzed. While business targets formanaged services vary among the operators,the following is an example of businessdrivers for a hypothetical operatorconsidering outsourcing:

• The operator wants to reduce the cost(OPEX) of the selected technicaloperations activities by 20%, in this caseresulting in 3% EBITDA improvement. It isexpected that the chosen managedservices provider can reach better costefficiencies than in-house activity due tohigher economies of scale, for example.

• The operator expects the quality ofexisting mobile services to remain thesame or improve by 10% during thecontract period. The quality of newservices should be meeting launchrequirements within required, shortertimeframes, which provides faster “timeto market”. This means faster access tonew mobile services revenue streams.

• The operator expects the managed serviceprovider to improve the utilization ofexisting network assets by 5% anddemonstrate 5% better CAPEXoptimization for new networkinvestments

Implementation approach Outsourcing can be implemented in differentways. In simple terms, the operator candecide to outsource a large activity in one go or opt for a phased approach. Some areasto be considered when choosing theapproach are:

• A phased approach implies a smaller risk,as elements can be “tested” in a limitedscope before going for the next phase ofimplementation.

• A phased approach gives a betterpossibility to select different serviceproviders for different sub-areas. Splittingoutsourced work to too many serviceproviders, however, is not recommendedbecause it makes it hard for the service

providers to deliver business benefits tothe operator due to fragmentation.

• People issues need to be analyzedthoroughly. A large one-time transitioncauses typically more short-termchallenges in the organization, but aphased approach may lead to continueduncertainty. In many cases therefore, onecontract for employees covering all phasesis the preferred solution.

• Sometimes an operator with strongbusiness pressures to outsource may notsimply have the time for a phasedapproach, but needs a quick turnaroundenabled by large one-time outsourcing.

It is highly recommended that a long-termroadmap for outsourcing is defined whenopting for phased implementation approach.

+

Financialrestructuring

Field operationsPlan, deploy and install withfield and site maintenance

Network availabilityField operations with rollout management andcentralized network operations

Network performanceNetwork availability with detailed planning optimizationand network performance (KPI, CAPEX efficiency)

Service performanceNetwork Performance with E2E service quality assurance andservice configuration management

OPEX restructuring

can be part of any

outsourcing scope

and possibly O&M of

Business and

Operations Support

Systems (BOSS)

Figure 5. Typical managed services scope options.

8

White Paper

Managing the outsourcing program Figure 6 shows a typical phase of anoutsourcing program, based on Nokiaexperiences. An outsourcing program is, in fact, a major joint development projectinvolving several organizations. To getpredictable results in time, a well-plannedprogram plan completed with phasing andtiming is required.

To manage this process from beginning toend, it is recommended that the operatorwill establish a program that incorporatesthe following:

• Sufficient management and subjectmatter expertise from the functions thatare being outsourced

• Human resources – especially when stafftransfer from the operator to the serviceprovider is needed

• Additional expertise from financial, legal,IT, facilities, communications,procurement etc

• A program manager, who at least in largeoutsourcing cases should be full time anddedicated to the program.

In addition to the program team, it isnecessary to organize top managementsteering for the outsourcing – either via adedicated steering group or regularreviews in existing management meetings,for example.

When the outsourcing service provider hasbeen selected, some of the programmanagement and steering structuresshould be aligned and organized jointly bythe operator and the service provider.

Third-party vendor selectionThe choice of provider of managed servicesis critical. It is important that the selectedprovider has the skill and expertise toensure that the operator has access to afully functional, fully available networkdelivering the highest quality of service.

Many well established vendormanagement and procurement practicesare also applicable when choosing anoutsourcing services provider. However,due to the strategic importance and longcontract terms in outsourcing, some keyissues should be highlighted:

• While the outsourcing activities are nolonger core activities for the operator,they need to be part of the serviceprovider's core business

• The scope of managed services includescritical processes for the operator.Operators therefore require and expecthigh quality of the delivered servicesplus high technical and processcompetence from the service provider, inpractice always covering equipment fromseveral vendors

• The managed service provider needs tobe able to transform the transferredoperations to deliver jointly agreed targetssufficient to justify the business case forboth parties. This means in practice theability to restructure operations in aninnovative way (centralization, remoteoperations) and to carry out changes withpeople, processes and systems

• As the technological environment becomesmore complex, more is also required fromthe managed service provider. In practicethis means an e2e technical andoperational capability, covering network,protocols, applications and terminals

• Long service experience, large serviceorganization and service managementknow-how both globally and from theoperator’s own country are all significantbenefits from the managed service provider

• Selecting a partner with whom the operatoralready has an established businessrelationship reduces risks significantly andmay also enable the service provider to gainextra efficiencies by optimizing the overalldelivery structure

• As the cooperation between the operatorand service provider is deep, the culturalfit between the two companies should bestrong

• When selecting any business partner forlong-term cooperation, the financialstability of the service provider needs to beanalyzed with care.

Feasibilitystudy

RFQDue

diligence

Contract negotia-

tionsTransition Service

delivery

6 – 12 months

Executetransition

Follow-up

Planning

Transition preparations

Preparations Negotiations Managed services delivery

Defineobjectives

& scope

Partnerselection

Figure 6. Timing and phase of the outsourcing program

9

White Paper

Nokia has a strong managed servicesportfolio for helping operators get morefrom their mobile networks and services.With Nokia offering and competence inmobile telecom business, operators canreach their efficiency targets and achieverequired quality levels. Nokia managedservices provide operators an access tocontinuously improving technical andoperational capabilities, which areNokia’s core competence, and allows theoperators’ management to focus ondifferentiating activities.

Nokia offers a wide range of managedservices, covering everything from fieldoperations, network availability andnetwork performance to financialrestructuring. This framework facilitatesoperators to define a scope for theoutsourcing of network operations, whilestill maintaining strong in-house control ofthose activities that they see as beingcapable of differentiating their business.

The key capabilities are:• Network operations• Turnkey network build• Network optimization• Multivendor technical support

All mobile networks today are practicallymultivendor systems. Nokia is fullycommitted to performing multivendoroperations, supported by Nokia NetAct, theleading multivendor and multitechnologyoperating support system (OSS) for 2G and3G that has been delivered to more than 300customers globally.

Networks operations capabilityThrough its managed services, Nokia canoperate mobile networks more efficientlythan operators, based on partly shared andcentralized operations mode contributing tohigher economies of scale, the ability tostreamline the overall processes in networkdevelopment and planning, networkoperations and related technical support.Nokia achieves this also by leveraging theNokia NetAct OSS, which centralizes andautomates operational activities. As asystem supplier with the added ability toplan and optimize networks, Nokia canmanage network quality and related risksmore efficiently.

Also, thanks to its global operations, Nokiabenefits from a faster learning curve and theability to use more resources in developingoperational methods and tools. This wayNokia and its selected partners can providebetter learning opportunities for personnelinterested in network operations so thatthey can manage skill development morereadily and so retain staff.

Turnkey network build capabilityFor Nokia, taking on a turnkey project bringsan opportunity to provide added value anddifferentiation from competitors to theoperator with improved control and OSS.

To date, 26 operators have solved thechallenge by choosing Nokia as their turnkeyvendor. The potential speed of a turnkeydelivery is illustrated by one recent project inwhich Nokia installed and integrated morethan 5,000 base stations in five months.

Network optimization capabilityTo achieve the high quality of mobile servicesand ensure positive end-user experience, thenetwork optimization capability plays acrucial role. Nokia provides optimizationservices against agreed performance targetsand enables operators to make theirnetwork ‘invisible’ to their users andenhance mobile services and networkperformance. The key questions to beconsidered by the operator are:

• Is the target to achieve good enough orbest-in-class quality for mobile services?

• And what cost level is justified for thetarget?

Nokia can deliver optimization serviceswith an excellent efficiency because of ourextensive experience, system knowledgeand tools know-how. Furthermore, Nokiahas hundreds of highly skilled experts toprovide the service to our customer. Todate, Nokia has provided optimization andplanning services to more than 15commercial 3G networks.

Multivendor technical support capabilityNokia has extensive capabilities to providetechnical support for both software andhardware of a mobile network. Withmultivendor technical support customers getcontinuous availability and superiorperformance of their networks.Maintaining network operations demandsan effective spare part function, which in amultivendor network can be dauntinglycomplex. The answer, as many mobileoperators are discovering, lies in out-sourcing to a single supplier. One interfacewith a partner that delivers spare partsfrom many different manufacturers iseasier to manage and reduces adminis-tration significantly. Economies of scale arealso achieved by managing all spare partsthrough one organization. To date, Nokiahas delivered multivendor spare partservices to three operators.

Effective multivendor software support andchange management requires careful align-ment of service levels and feature roadmapsof different equipment vendors. Nokiaprovides its own extensive softwaremaintenance services and coordinates theservice delivery of other vendors on theoperator’s behalf.

Nokia is a proven managed services provider

"Our owners' requirements ofconstruction times and cost-efficiencyat the initial stage, as well as futureoperating security, present us with aunique challenge," says Jan Edhäll,Chief Executive Officer, 3GInfrastructure Services AB.

"We are satisfied that Nokia's 3Gsystem and committed support fromProfessional Services fulfills ourrequirement of sharing theinfrastructure in a cost-efficientmanner, while also maintaining top-level quality," he adds.

“We are very satisfied with Nokia's3G offering, both equipment andservices,” says Jeni Mundy,Technology Director, VodafoneNew Zealand,

“Nokia has shown great commit-ment to our requirements forquality systems at competitive cost.Also, Nokia shares our vision of theimportance of readiness for thefuture. We are confident that 3Gwill bring added benefits for ourcustomers.”

10

White Paper

ReferencesNokia has a proven ability to optimize theend-to-end performance of networks,service platforms and terminals.

In network operations, Nokia has a trackrecord of 21 public network operationsreferences globally.

Recent examples of successful servicesinclude the 3GIS, owned by Vodafone and 3 in Sweden. Nokia has been operating the3GIS network since 2002 from Nokia’sNetwork Operating Center in Kista,Sweden. The contract covers front office,monitoring, network support (SLM),performance and configurationmanagement, field maintenance and sitemanagement. In addition, in 3G, Nokiaprovides the network operations andoptimization services as managed servicefor Vodafone’s 3G networks in NewZealand and Australia. In May 2004,

Nokia announced a major network dealwith Bharti, the largest GSM operator inIndia. As part of the deal, Bharti has also

outsourced its technical operations to Nokiain five provinces in India, including networkdeployment, operations, maintenance andoptimization in five regions.

Nokia is a pioneer in multivendor sparepart management and delivers advancedrepair and spare parts solutions to morethan 100 operators around the world.

The global spare part logistics networkconsists of three regional distributioncenters, 40 local country hubs and morethan 100 active spare part warehouses forcritical part shipments. In 2004, Nokia hadthree ongoing multivendor cases – OrangeCH, Bharti, and 3GIS.

Thanks to Nokia's managed services, theseoperators can focus on their core businessand build their service brand anddifferentiation in the market.

ConnectAustria

ConnectAustria

EurotelEurotel

BouyguesBouygues

VodafoneVodafone

VIAGVIAG

SapuraSapura

MarocTélécom

MarocTélécom

Ben (T-Mobile NL)Ben (T-Mobile NL)DiAX (Sunrise)DiAX (Sunrise)

AmenaAmena

StarHubStarHub

Globe TelecomGlobe Telecom

Orange CHOrange CH

AISAIS

VodafoneVodafone

TIMTIM

TeliaMobileTelia

Mobile

WINDWIND

2G

3G

TelkomselTelkomsel

CHT

BluBluKG

TelecomKG

Telecom

Digitel(TIM Venezuela)

Digitel(TIM Venezuela)

3G InfrastructureServices

3G InfrastructureServices

Telemar(Oi)

Telemar(Oi)

VodafonePacific

VodafonePacific

OrangeFranceOrangeFrance

CellcomCellcom

BhartiBharti

TelenorPakistanTelenorPakistan

DCCAsterlit

DCCAsterlit

CTi MovilCTi Movil

3232 customers in 2828countries

CHT

Figure 7. Public Nokia managed service references (situation in December 2004).

“Our agreement with Nokia is amajor step forward in aligning theinterest of the operator and thevendor partner,” said Mr. ManojKohli, President – Mobility, BhartiTele- Ventures Ltd., announcingthe initiative,

“This shall enable us to have worldclass state of art network, widercoverage and significantlyimproved quality of service on onehand while giving us economies ofscale and significantly improvedcash flows on the other.”

The information in this document is subject to change without notice and describes only the service concept in the introduction of this documentation. This document is intended for the useof Nokia's customers only for the purposes of the agreement under which the document is submitted, and no part of it may be reproduced or transmitted in any form or means without theprior written permission of Nokia. The document has been prepared to be used by professional and properly trained personnel, and the customer assumes full responsibility when using it. Nokiawelcomes customer comments as part of the process of continuous development and improvement of the documentation.

The methods and procedures mentioned in this document cannot be considered binding unless so defined in the agreement made between Nokia and the customer. Nokia has made allreasonable efforts to ensure that the instructions contained in the document are adequate and free of material errors and omissions. Nokia will, if necessary, explain issues which may not becovered by the document.

Nokia's liability for any errors in the document is limited to the documentary correction of errors. Nokia WILL NOT BE RESPONSIBLE IN ANY EVENT FOR ERRORS IN THIS DOCUMENT OR FOR ANYDAMAGES, INCIDENTAL OR CONSEQUENTIAL (INCLUDING MONETARY LOSSES), that might arise from the use of this document or the information in it. This document and the product it describesare considered protected by copyright according to the applicable laws. NOKIA logo is a registered trademark of Nokia Corporation. Other product names mentioned in this document may betrademarks of their respective companies, and they are mentioned for identification purposes only. Copyright © Nokia 2005. All rights reserved.

White Paper

Nokia CorporationNokia NetworksP.O.Box 300FIN-00045 Nokia Group, FinlandTel. +358 7180 08000Fax: +358 7180 24287www.nokia.comCo

pyr

igh

t ©

20

05

No

kia.

All

rig

hts

res

erve

d. N

oki

a an

d N

oki

a Co

nn

ecti

ng

Peo

ple

are

reg

iste

red

tra

dem

arks

of

No

kia

Corp

ora

tio

n.

Oth

er p

rod

uct

an

d c

om

pan

y n

ames

men

tio

ned

her

ein

may

be

trad

emar

ks o

r tr

ade

nam

es o

f th

eir

resp

ecti

ve o

wn

ers.

No

kia

cod

e: 1

12

34

, Co

ntr

a /0

1/2

00

5