network sharing ilustration |
The sharing of networks in the manner of competitors and the outsourcing of non-strategic actions have accelerated during the economic crisis. The crisis requires companies to reinvent themselves and get more for less and less. Although both measures are not certain for employment in the sector, they pull off seem to create a lot of prudence to combine efficiency in operators.
Thus, in mobile telephony networks have created the telephone alliances-Yoigo and Vodafone-Orange in Spain. The mean is to share assets of mobile networks (towers, huts, power systems, etc.) in order to save costs. As for the fiber optic networks, we have in addition to created in Spain the alliances Telefnica-Jazztel and Vodafone-Orange.
But is network sharing clear for the sector? Obviously, for manufacturers it is not desirable for operators to part infrastructure. Nor is it for employment, because of the redundancy created by operators and manufacturers. For the users, however, this translates into a humiliate environmental impact and could along with be transferred to the tariffs allowance of the savings in the complete and energetic costs of the network. If the sharing is produced in admission network technologies and where the "intelligence" of the network is generally not concentrated, there is a broad capability for technological differentiation in the company of operators and this sharing can significantly edit their costs.
On the other hand, an example of outsourcing of happenings we have in the same way as Yoigo in Spain. The operator's workforce is roughly a hundred people. In new words, it has very nearly whatever outsourced in the middle of its suppliers: Telvent, Indra, Ericsson, etc. Yoigo has always defended that this model allows them to enjoy a great agility and govern the costs, that is, to resemble its structure to a OTT. supplementary operators throughout the world have followed similar models, such as Sprint USA, three UK, Telenor Myanmar, etc. However, outsourcing of deeds is not exempt from risk. In fact, some operators such as Telefnica of Spain, have recently made the reverse endeavor in certain areas. In fact, outsourcing if not finished afterward the right strategic followers and is carried out in key activities, can guide to a worse quality, later costs, less possibilities of differentiation, etc.
Again, the question is: is the outsourcing of events sure for the sector? From the standpoint of employment no, because this type of outsourcing allows suppliers to acquire synergies from which several operators can resign yourself to advantage. For the suppliers it is positive, because they pay for new facilities to the operators and allows them to encourage long term dealings in strategic activities. Operators will cut costs, but as well as be favored by the great complex knowledge of suppliers ' experts. Users, in complement to unconventional quality, could be favored if operators distress allowance of the savings to tariffs. Operators, in adjunct to committed cost savings, will be clever to focus more upon early payment and poster and marketing tasks.