tekelec thinkingnetworks wp

7/28/2019 Tekelec ThinkingNetworks WP

1/15

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


2/15

2

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


3/15

3


REVOLUTION

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


4/15

4


REVOLUTION

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


5/15

5


REVOLUTION

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


6/15

6


REVOLUTION

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


7/15

7


REVOLUTION

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


8/15

8


REVOLUTION

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


9/15

9


REVOLUTION

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


10/15

10


REVOLUTION

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


11/15

11


REVOLUTION

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


12/15

12


REVOLUTION

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


13/15

13


REVOLUTION

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


14/15

14


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


15/15

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.

2013 Tekelec. All rights reserved. The EAGLE and Tekelec logos are registered trademarks of

Tekelec. All other trademarks are the property of their respective owners.

www.tekelec.com

Tekelec Global Headquarters

+1.919.460.5500

888.628.5527

[email protected]

EMEA +44.1784.437000

APAC +65.6796.2288

CALA +1.919.460.5500

tekelec thinkingnetworks wp

Documents