Tag: 4G

Connected car: From mobile broadband to genuine V2X

Connected cars are moving fast

Over the past two decades, vehicles have been making increasing use of cellular connectivity for a variety of purposes from pay-as-you-drive insurance and rentals to remote (un)locking and automated emergency calls. Now automobiles are beginning to harness C-V2X – versions of LTE and 5G specifically designed to meet the needs of connected cars.

This report outlines the growing momentum behind V2X connectivity, the various connectivity options and the strategies of leading connected car makers, before providing some forecasts for the growth in connected vehicles between now and 2028. It then considers many of the key use cases, categorising them according to how frequently the vehicle needs to obtain new data from external sources. Finally, the report profiles the efforts of several telcos that have achieved scale in this market, before drawing some conclusions.

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Who is driving the connected car market?

C-V2X connectivity is now being built into vehicles by various Chinese automakers, as well as GM, Ford and Audi, according to the 5G Automotive Association (5GAA), which is a global, cross-industry organisation representing companies from the automotive, technology, and telecommunications sectors.

The 5GAA has described 2023 as “a pivotal year for V2X deployment”, partly because the technology is increasingly being standardised and partly because of the regulatory drivers discussed later in this section.

While cellular connectivity is already used by tens of millions of vehicles worldwide, the deployment of C-V2X is still very nascent.

Direct mode C-V2X clearly depends on the deployment of 5.9GHz modems inside vehicles and in roadside units and other public infrastructure. The latter will need to be densely deployed, as the range of each unit could drop to around 100 metres when buildings are in the way. These roadside units typically employ either an Ethernet cable or a wireless link for backhaul.

As the business case rests primarily on a reduction in congestion and accidents, the rollout of this infrastructure is likely to be funded primarily by general taxation and/or road tolls. Therefore, much of the direct mode infrastructure will probably be deployed and controlled by municipalities and road operators, but this responsibility could be outsourced to telcos. In China, where the government retains close control over both the telecoms and transport sectors, this infrastructure is already widely deployed in some cities.

Increasingly sophisticated roadside units are also becoming available in the rest of the world from specialist companies, such as Applied Information, Askey, Commsignia, Harman Automotive (part of Samsung) and Yunex Traffic. Other vendors supplying road-side unit (RSU) hardware – or software for inclusion on third-party hardware – include Cohda Wireless, Capgemini, Kapsch TrafficCom, Grand-Tek and others. Chinese telecoms equipment suppliers Huawei and ZTE had solutions listed by 5GAA in a 2021 list of RSU suppliers, but Ericsson and Nokia did not, and they may choose to license products from other vendors.

In May 2022, Yunex Traffic, for example, launched the RSU2X, which can use DSRC or C-V2X signals to transmit speed limits, red light notices and wrong-way warnings to the onboard units in automakers’ 2023 model vehicles. The RSU2X can also capture the car’s speed, direction, and location for use by connected safety systems. Yunex says the unit is capable of handling 4,000 message verifications and 130 message signature operations per second. The RSU2X has four times the computing power of Yunex’s previous model.

Yunex Traffic claims its new RSU2X can handle 4,000 messages per second

Source: Yunex Traffic

Some of the latest roadside units, such as Harman Automotive’s Savari StreetWAVE, include support for 5G, as well as C-V2X and DSRC (5.855 to 5.925GHz), Wi-Fi and LoRaWAN.

C-V2X is also being integrated into new vehicles. For example, in September 2022, Autotalks, a fabless semiconductor company based in Israel, said two Chinese automakers had ordered its V2X communication solutions. In the press release, Autotalks said the first V2X-enabled car brand will be launched in China in the second half of 2023, while the other automaker will roll out the V2X-enabled car in both China and Europe starting in early 2024.

“China’s V2X market continues gearing up towards implementation of the government’s ambitious intelligent transportation strategy,” Autotalks said at the time. “All leading automakers, local and global, are expected to start massive deployment of V2X technology in China in the coming years. The market is moving towards massive adoption of V2X as most OEMs are preparing to launch V2X-powered vehicles by 2025.”

Table of contents

  • Executive Summary
  • The road to automated driving
  • Introduction: V2X market momentum
    • Who is driving the market?
    • Regulatory moves on both sides of the Atlantic
  • V2X connectivity options
    • History and background to automotive connectivity
    • Dedicated and localised V2X networks
    • National and wide-area V2X
    • How much data traffic can be expected?
    • The role of private/non-public mobile networks
    • Spectrum considerations
    • Summary of the connectivity options
  • Automakers’ adoption of connectivity
    • Ford aims to monetise connectivity
    • BMW continues to champion connectivity
    • Audi looks to harness 5G
    • Baidu explores V2X for self-driving
    • How many connected vehicles are there?
    • SK Telecom looks skyward
  • Connected vehicle use cases
    • Batch-based use cases
    • Pulse use cases
    • High-frequency use cases
    • Real-time applications
    • Reducing the need for onboard compute
    • Avoiding collisions
  • Telcos connecting vehicles at scale
    • Vodafone Automotive: 5,000 alerts a day
    • AT&T: Serving more than 60 million vehicles
    • Mobile: Delivering the internet of vehicles
  • Conclusions
  • Index

Related research

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Transport and logistics: The role of private 4G/5G

A deep-dive into the transport and logistics sector

This report is a deep-dive into the transport and logistics vertical for private 4G/5G (P5G) cellular networks. It is intended to be both a specific examination of an important sector of opportunity for P5G and a more general example of the complexity of major industrial sectors, especially campus-based or larger-scale dedicated environments. It also covers opportunities for MNOs, and some of the public 5G angles, with additional references to alternative wireless networks such as Wi-Fi and satellite connectivity.

Often technology product and marketing executives think of industry sectors as monolithic (“finance”, “retail”, “oil and gas”, etc.), typically aligning with familiar industry classification codes. The truth is that each industry has multiple sub-sectors and varied site types, numerous applications, several user-groups, arrays of legacy systems and technology vendors, and differing attitudes and affordability of wireless solutions. This is especially true of transport and logistics, where railway stations share only limited technology or use case overlap with airports, or distribution warehouses.

The transport sector is further complicated by its overlap with the public sector – not only does it constitute an important part of countries’ critical national infrastructure, but in many cases major transport firms have a history of state ownership, or are still owned and run by governments today.

There are also numerous sector-specific regulatory angles, which often translate to conservatism about technology, and a tendency to develop custom solutions and standards. Investment cycles can be very long and sometimes politicised, with assets often expected to be in place for decades. On the positive side, the strategic importance of transport can mean that the sector receives special attention in areas such as spectrum allocations.

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Definition of the transport and logistics sector

There are numerous transport and logistics sub-sectors and site types covered in this report. Although there are some common features and market drivers, there are also clear differences in locations’ physical size and layout, as well as equipment and application platforms, legacy/alternative wireless technologies, regulatory oversight and technology conservatism.

Multiple sub-sectors for transport / logistics vertical

The key domains covered include:

  • Transportation hubs, which refers to sites like ports, airports, stations and railyards. They vary significantly in size.
  • Logistics, which relates to the centralised facilities for shipping, storage and sorting of containers and packages, such as warehouses and fulfilment / distribution centres. It also encompasses the wide-area / global transport of containers, packages and bulk products on trucks, trains and ships.
  • Transport networks including rail networks, metropolitan transit and light-rail systems, and road networks.

There are also often hybrid sites, such as FedEx’s huge logistics hub sites next to Memphis and Indianapolis airports.

In addition, there is also significant overlap with various other sectors, such as major manufacturing sites. For instance, aerospace manufacture and maintenance typically occurs at combined factories/airfields such as Boeing and Airbus’ facilities. Similar combined operations occur in ship-building and train production. Mining, steel and cement companies may even have their own private rail-lines, from remote sites or industrial zones, to multi-modal transit hubs at ports or cities.

For logistics sites, it should be noted that many facility owners also have large retail networks (such as Costco and Walmart), or other sites such as Amazon’s AWS datacentres. Those ancillary operations and their specific applications are not directly included here.

For metropolitan transit, various transport-related facilities may be under the ownership or control of local government and municipal bodies. Similar overlaps between transport-related sites and government occur for military, public safety and other agencies.

Transport / logistics intersects with several adjacent verticals

Sector trends and drivers affecting private networks

This report is not the appropriate venue for a full analysis of the transport and logistics industry, which is made up of multiple sub-sectors, as discussed above.

However, the demand for private networks for these sectors is ultimately driven by a number of top-level national and global changes, in addition to certain local factors such as political support for new metro transit systems, “free ports” or enterprise zones, or efforts to modernise railway networks.

Broadly speaking, these all create a greater requirement for connectivity, control and information flows – which then translates to more 4G and 5G networks, as well as Wi-Fi, fibre and wide-area network services. There are also various new greenfield infrastructure projects, which lend themselves well to ground-up design of fit-for-purpose communications systems.

Some of the key megatrends spanning all aspects of logistics and transportation include:

  • Automation and robotics: As discussed throughout this report, transport hubs and warehouses are becoming much more automated. Although mechanisation via port cranes, baggage-handling systems and automated guided vehicles is not new, the systems are being enhanced rapidly. In particular, sorting or control systems, robots and other forms of automation are using wireless video cameras for detecting packages, enabling remote-control by tele-operators and many other uses.
  • Data and analytics: Transport and logistics companies are at the forefront of data-rich applications, from digital twins of jet engines and rail locomotives, to optimised scheduling and packaging of goods in fulfilment warehouses. Better-connected equipment, IoT sensors and video input can improve turnaround times, reduce shipment errors, reduce energy consumption and much more. Passenger-led transportation should face fewer delays, more dispersed crowds and improved customer service.
  • Predictive maintenance and asset management: Transport systems are capital-intensive. The cost of downtime for a vehicle – or critical system in a warehouse or airport terminal – can be huge. There is a huge opportunity for using networked information and sensors to enable predictive maintenance – i.e. fixing emergent problems before they become critical, or scheduling regular maintenance when it is needed rather than just based on a generic schedule. For instance, anomalous readings from vibration and temperature sensors can give early warnings of issues. There are also obvious safety benefits in areas such as aviation and maritime fault-diagnosis.
  • Improved employee safety and productivity: There is far less tolerance of industrial accidents than in the past. Using automation and better information, transportation and logistics firms are looking to increase worker productivity at the same time as improving safety. This spans many aspects, from ensuring safe distances between workers and vehicles, to rapid reaction to any incident, plus improved recordkeeping and training. Reliable communication is essential, using both voice (often push-to-talk) and an increasing need for video communications and mobile access to enterprise application.
  • Climate change and decarbonisation: Over the next decade, many transport and logistics businesses will face profound change as the planet heads towards net zero carbon emissions. Ports, airports, distribution centres and other sites are likely to need new electrical sources such as wind and solar, onsite battery storage, maybe hydrogen facilities and fleets of electric (often autonomous) site vehicles and machines. Connectivity will be needed for all of this, plus energy use monitoring, control, data-collection and reporting.
  • Geopolitics, re-shoring and supply-chain resilience: Recent events such as the US-China trade war, the COVID pandemic and the Russia/Ukraine war have highlighted the risks of global (and often fragile) supply chains to disruptive external events. Traffic and passenger levels at many airports fell to 20% of pre-pandemic levels or lower. While demand is now recovering in many places, other issues have emerged as well – from economic fluctuations, to fuel price inflation and staffing shortages. As well as localised production, shipping and logistics will need to be much more efficient, automated and connected in order to re-route shipments, store inventory and deal with new paperwork and compliance requirements.
  • Cybersecurity: Transport hubs and warehouses are part of national critical infrastructure. The rise of automation and cloud-based functions poses security challenges as well as gains from efficiency. Old IT, network and operational systems will be strengthened or retired if they have vulnerabilities, while networks will need extra resilience and redundancy. Wireless networks may be used as backups in case of failure of fibre or other links.
  • New business models and vertical integration: Many transport companies are looking to extend their reach into adjacent industries, or via vertical integration within their own domain. Companies such as FedEx and UPS, as well as eCommerce players such as Amazon, have their own fleets of planes and on- or near-airport warehouse facilities. Rail companies are exploring new mixed use retail and office properties integrated with stations. Some are deploying dedicated energy infrastructure, ranging from solar farms to hydrogen electrolysis. All these facilities may be built as greenfield developments, with the project considering the latest connectivity options for IoT or other uses.
  • Enhanced customer / passenger experience: Both individual travellers and freight shippers have an expanded set of choices for travel and transport of goods. They make decisions not just on price, but also reliability / predictability, as well as up-to-date information about status and disruptions. There are expectations for easy Internet access, online portals for reservation and check-in, use of digital sign-boards onsite, accurate cargo tracking and condition-monitoring, simpler border and customs processes, and safe/secure travel environments. They also expect multi-modal transport to be made easier, with interchanges made more convenient and transparent for both goods and personal travel.

Transport / logistics megatrends and implications for connectivity

Source: STL Partners

Table of content

  • Executive Summary
    • Overview
    • Recommendations for traditional mobile operators
    • Recommendations for transportation operators
    • Recommendations for logistics companies
    • Recommendations for regulators and policymakers
    • Recommendations for vendors
  • Introduction
    • Definition of the transport and logistics sector
    • Sector trends and drivers affecting private networks
  • Use cases for 4G/5G in transport and logistics
    • Scale of transport sites and private networks
    • General use cases for private 5G in transport / logistics
    • Sector-specific issues and use cases for private networks
  • Building and running transport private networks
    • Supply-side evolution
    • Private vs. public cellular networks in transport
    • New service provider classes and delivery models
    • The vendor landscape
    • Regulatory and policymaking considerations
    • Wi-Fi, satellite and other wireless technologies
  • Conclusions and recommendations
    • Conclusion and long-term futures
    • Takeouts for traditional MNOs and telcos

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Fibre for 5G and edge: Who does it and how to build it?

Opportunities for fibre network operators

4G/5G densification and the growth in edge end points will place fresh demands on telecoms network infrastructure to deliver high bandwidth connections to new locations. Many of these will be sites on the streets of urban centres without existing connections, where installation of new fibre cables is costly. This will require careful planning and optimum selection of existing infrastructure to minimise costs and strengthen the business cases for fibre deployment.

While much of the growth in deployment of small cells and edge end points will be on private sites, their deployment in public areas, in support of public network services, will pose specific challenges to providing the broad bandwidth connectivity required. This includes both backhaul from cell sites and edge end points to the fibre transport network, plus any fronthaul needs for new open RAN deployments, from baseband equipment to radio units and antennas. In almost all cases this will entail installing new fibre in areas where laying a new duct is at its most expensive, although in a few cases fixed point-to-point radio links could be deployed instead.

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Global deployments of small cells and non-telco edge end points
in public areas

Source: Small Cell Forum, STL research and analysis

In addition, operators of 5G small cells and public cloud edge sites will require access to fibre links for backhaul to their core networks to provide the high bandwidths required. In some cases, they may need multiple fibres, especially if diverse paths are needed for security and resilience purposes.

Many newer networks have been built for a specific purpose, such as residential or business FTTP. Others are trunk routes to connect large businesses and data centres, and may serve local, regional, national or international areas. In addition, changing regulations have encouraged the creation of new businesses such as neutral hosts (also called “open access” for wholesale fibre) and, as a result, the supply side of the market is composed of an increasing variety of players. If this pattern were to continue, then it would very likely prove uneconomic to build dedicated networks for some applications, such as small cell densification or some standalone edge applications.

However, provided build qualities meet the required standard and costs can be contained there is no reason why networks deployed to address one market cannot be extended and repurposed to serve others. For new fibre builds being planned, it is also important to consider these new FTTX opportunities upfront and in some detail, rather than as an afterthought or just a throw-away bullet point on investor slide-decks.  

This report looks at the opportunities these developments offer to fibre network operators and considers the business cases that need to be made. It looks at the means and scope for minimising costs necessary to profitably satisfy the widest range of needs.

The fibre market is changing

FTTH/P has been largely satisfied in many countries, and even in slower markets such as the UK and Germany, the bulk of the network is expected to be in place by 2025/6 for most urban premises, at least on the basis of “homes passed”, if not actually connected.

By contrast the requirement of higher bandwidth connectivity for mobile base stations being upgraded from 3G to 4G and 5G is current and ongoing. Demand for links to small cells needed to support 5G densification, standalone edge, and smart city applications is only just beginning to appear and is likely to develop significantly over the next 10 years or more. In future high speed broadband links will be required to support an increasing range of applications for different organisations: for example, autonomous and semi-autonomous vehicle (V2X) applications operated by government or city authorities.

Both densification and edge will need local connections for fronthaul and backhaul as well as longer connections to provide backhaul to the core network. Building from scratch is expensive owing to the high costs associated with digging in the public highway, especially in urban centres. Digging can be complex, depending on the surfaces and buried services encountered, and extensions after the initial main build can be very expensive.

Laying fibre and ducts are a long-term investment and can usually be amortised over 15 to 20 years.  Nevertheless, network operators need to be sure of a good return on their investment and therefore need to find ways to minimise costs while maximising revenues. In markets with multiple players, there will also be a desire by potential acquisition targets to underscore their valuations, by maximising their addressable market, while reducing any post-merger remedial or expansion costs. Good planning, including watching for new opportunities and trends and the smart use of existing assets to minimise costs, can help ensure this.

  • Serving multiple markets through good forecasting and planning can help maximise revenues.
  • Operators and others can make use of various infrastructure assets to reduce costs, including incumbents’ physical duct/pole infrastructure sewers, disused water and hydraulic pipes, neutral hosts’ networks, council ducts, and traffic management ducts. Obviously these will not extend everywhere that fibre is required, but can make a meaningful contribution in many situations.

The remaining sections of this report examine in more detail the specific opportunities offered to fixed network operators, by densification of mobile base stations and growth of edge computing. It covers:

  • Market demand, including drivers of demand, and end users’ and the industry’s needs and options
  • The changing supply side and regulation
  • Technologies, build options and costs
  • How to maximise revenues and returns on investment.

Table of Contents

  • Executive Summary
  • Introduction
    • The fibre market is changing
  • Small cell and edge: Demand
    • Demand for small cells
    • Demand for edge end points
  • Small cell and edge: Supply
    • The changing network supply structure
  • Build options
    • Pros and cons of seven building options
  • How do they compare on costs?
  • Impact of regulation and policy
  • How to mitigate unforeseen costs
  • The business case
  • Conclusions
  • Index

Related Research

 

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The new telcos: A field guide

Introduction

The traditional industry view is that “telcos” are a well-defined and fairly cohesive group. Industry associations like GSMA, ETNO, CTIA and others have typically been fairly homogeneous collections of fixed or mobile operators, only really varying in size. The third-ranked mobile operator in Bolivia has not really been that different from AT&T or Vodafone in terms of technology, business model or vendor relationships.

Our own company, STL Partners used to have the brand “Telco 2.0”. However, our main baseline assumption then was that the industry was mostly made up the same network operators, but using a new 2.0 set of business models.

This situation is now changing. Telecom service providers – telcos – are starting to emerge in a huge variety of new shapes, sizes and backgrounds. There is fragmentation in technology strategy, target audiences, go-to-market and regional/national/international scope.

This report is not a full explanation of all the different strategies, services and technological architecture. Instead of analysing all of the “metabolic” functions and “evolutionary mechanisms”, this is more of a field-guide to all the new species of telco that the industry is starting to see. More detail on the enablers – such as fibre, 5G and cloud-based infrastructure – and the demand-side (such as vertical industries’ communications needs and applications) can be found in our other output.

The report provides descriptions with broad contours of motivation, service-offerings and implications for incumbents. We are not “taking sides” here. If new telcos push out the older species, that’s just evolution of those “red in tooth and claw”. We’re taking the role of field zoologists, not conservationists.

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Field guides are collections/lists of natural & human phenomena

animal-species-telcos-stl-partners

Source: Amazon, respective publishers’ copyright

The historical landscape

The term “telco” is a little slippery to define, but most observers would likely agree that the “traditional” telecoms industry has mostly been made up of the following groups of CSPs:

  • MNOs: Countries usually have a few major mobile network operators (MNOs) that are typically national, or sometimes regional.
  • Fixed operators: Markets also have infrastructure-based fixed telcos, usually with one (or a small number) that were originally national state-owned monopolies, plus a select number of other licensed providers, often with greenfield FTTX fibre. Some countries have a vibrant array of smaller “AltNets”, or competitive carriers (originally known as CLECs in the US).
  • Converged operators: These combine fixed and mobile operations in the same business or group. Sometimes they are arms-length (or even in different countries), but many try to offer combined or converged service propositions.
  • Wholesale telcos: There is a tier of a few major international operators that provide interconnect services and other capabilities. Often these have been subsidiaries (or joint ventures) of national telcos.

In addition to these, the communications industry in each market has also often had an array of secondary connectivity or telecom service providers as a kind “supporting cast”, which generally have not been viewed as “telecom operators”. This is either because they fall into different regulatory buckets, only target niche markets, or tend to use different technologies. These have included:

  • MVNOs
  • Towercos
  • Internet Exchanges
  • (W)ISPs
  • Satellite operators

Some of these have had a strong overlap with telcos, or have been spun-out or acquired at various times, but they have broadly remained as independent organisations. Importantly, many of these now look much more like “proper telcos” than they did in the past.

Why are “new telcos” emerging now?

To some extent, many of the classes of new telco have been “hiding in plain sight” for some time. MVNOs, towercos and numerous other SPs have been “telcos in all but name”, even if the industry has often ignored them. There has sometimes been a divisive “them and us” categorisation, especially applied when comparing older operators with cloud-based communications companies, or what STL has previously referred to as “under the floor” infrastructure owners. This attitude has been fairly common within governments and regulators, as well as among operator executives and staff.

However, there are now two groups of trends which are leading to the blurring of lines between “proper telcos” and other players:

  • Supply-side trends: The growing availability of the key building blocks of telcos – core networks, spectrum, fibre, equipment, locations and so on – is leading to democratisation. Virtualisation and openness, as well as a push for vendor diversification, is helping make it easier for new entrants, or adjacent players, to build telecom-style networks
  • Demand-side trends: A far richer range of telecom use-cases and customer types is pulling through specialist network builders and operators. These can start with specific geographies, or industry verticals, and then expand from there to other domains. Private 4G/5G networks and remote/underserved locations are good examples which need customisation and specialisation, but there are numerous other demand drivers for new types of service (and service provider), as well as alternative business models.

Taken together, the supply and demand factors are leading to the creation of new types of telcos (sometimes from established SPs, and sometimes greenfield) which are often competing with the incumbents.

While there is a stereotypical lobbying complaint about “level playing fields”, the reality is that there are now a whole range of different telecom “sports” emerging, with competitors arranged on courses, tracks, fields and hills, many of which are inherently not “level”. It’s down to the participants – whether old or new – to train appropriately and use suitable gear for each contest.

Virtualisation & cloudification of networks helps newcomers as well as existing operators

virtualisation-cloudification-networks-STL-Partners

Source: STL Partners

Where are new telcos likeliest to emerge?

Most new telcos tend to focus initially on specific niche markets. Only a handful of recent entrants have raised enough capital to build out entire national networks, either with fixed or mobile networks. Jio, Rakuten Mobile and Dish are all exceptions – and ones which came with a significant industrial heritage and regulatory impetus that enabled them to scale broadly.

Instead, most new service providers have focused on specific domains, with some expanding more broadly at a later point. Examples of the geographic / customer niches for new operators include:

  • Enterprise private 4G/5G networks
  • Rural network services (or other isolated areas like mountains, offshore areas or islands)
  • Municipality / city-level services
  • National backbone fibre networks
  • Critical communications users (e.g. utilities)
  • Wholesale-only / shared infrastructure provision (e.g. neutral host)

This report sets out…

..to through each of the new “species” of telcos in turn. There is a certain level of overlap between the categories, as some organisations are developing networking offers in various domains in parallel (for instance, Cellnex offering towers, private networks, neutral host and RAN outsourcing).

The new telcos have been grouped into categories, based on some broad similarities:

  • “Evolved” traditional telcos: operators, or units of operators, that are recognisable from today’s companies and brands, or are new-entrant “peers” of these.
  • Adjacent wireless providers: these are service provider categories that have been established for many years, but which are now overlapping ever more closely with “traditional” telcos.
  • Enterprise and government telcos: these are other large organisations that are shifting from being “users” of telecoms, or building internal network assets, towards offering public telecom-type services.
  • Others: this is a catch-all category that spans various niche innovation models. One particular group here, decentralised/blockchain-based telcos, is analysed in more detail.

In each case, the category is examined briefly on the basis of:

  • Background and motivation of operators
  • Typical services and infrastructure being deployed
  • Examples (approx. 3-4 of each type)
  • Implications for mainstream telcos

Table of contents

  • Executive Summary
    • Overview
    • New telco categories and service areas
    • Recommendations for traditional fixed/mobile operators
    • Recommendations for vendors and suppliers
    • Recommendations for regulators, governments & advisors
  • Introduction
    • The historical landscape
    • Why are “new telcos” emerging now?
    • Where are new telcos likeliest to emerge?
    • Structure of this document
  • “Evolved” traditional telcos
    • Greenfield national networks
    • Telco systems integration units
    • “Crossover” Mobile, Fixed & cable operators
    • Extra-territorial telcos
  • Adjacent wireless providers
    • Neutral host network providers
    • TowerCos
    • FWA Fixed Wireless Access (WISPs)
    • Satellite players
  • Enterprise & government telcos
    • Industrial / vertical MNOs
    • Utility companies offering commercial telecom services
    • Enterprises’ corporate IT network service groups
    • Governments & public sector
  • New categories
    • Decentralised telcos (blockchain / cryptocurrency-based)
    • Other “new telco” categories
  • Conclusions

Related Research

 

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Revisiting convergence: How to address the growth imperative

Introduction

Significant opportunity, high risk of complacency

The opportunity for communications service providers (CSPs) to provide greater value and innovative services to customers through new technology advancements is well-documented. For example, the network capabilities (and programmability) that 5G and cloud native bring is touted to change the way that CSPs address revenue opportunities with customers and partners in a more ecosystem-centric environment. The emergence of FTTx (fibre to the x) technology can optimise the use of operators’ assets in a way that delivers seamless connectivity to customers. These advancements allow CSPs to better serve customer needs in a more flexible, scalable, sustainable and agile way than ever before.

Part of the imperative to address this opportunity and vision stems from significant market disruption with new entrants and new types of ‘co-opetitors’, such as the hyperscale cloud providers and greenfield operators, that challenge operators’ existing business and operating models. As a result, CSPs face growing pressure to respond much faster to market and customer demands and enhance their capabilities in a way that does not inflate their cost base or undermine their net-zero goals.

Although CSPs have identified these green pastures for growth, there is still a considerable disconnect between the vision (and what is required to fulfil the ambition) and what capabilities CSPs have today to meet it. Today, CSPs are grappling with too much complexity, fragmentation and duplication within their networks, capabilities and systems. This not only means costs are too high, but it also poses a significant barrier to how they can accelerate the beat rate of innovation and serve new revenue-generating opportunities. This is a gap that CSPs need to close urgently or be at risk of their market shares and value eroding as a result of competition.

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The imperative that CSPs can no longer ignore

There is therefore a renewed urgency in building a stronger cost base, scalability, agility and innovation, which could soon become a matter of survival. CSPs are evaluating different strategies and means of making better (and smarter) use of their assets and capabilities in a more agile way and provide the services that customers and partners are increasingly demanding. One such strategy that CSPs have long pursued is network convergence. Although the concept is not new and has been consistently explored and sporadically pursued by operators over the years, the interest has now been reignited to address this imperative. The balance of forces between convergence and divergence has also shifted in favour of the latter in recent years. This has been driven by the adoption of cloud native technologies, which enables operators to deliver new innovative services on top of a common platform (versus siloed islands) and drive for more sustainability & efficiency in the network. This has brought convergence back up to the top of operators’ agendas.

Our report therefore looks to address the following questions:

  • Why and how are CSPs converging their networks to fulfil their growth ambitions?
  • What are the key challenges they face and how can they overcome them?

Evaluating the key drivers for convergence

Cost savings are a priority, but CSPs also want top line growth

The key drivers that CSPs are focused on as part of this renewed pursuit of network convergence are internal and external. Although most operators see capital investment savings and reduction of total cost of ownership (TCO) as an essential priority, the majority of interviewees we spoke to also emphasised the need to support greater innovation with customers and ecosystem development. We describe the main drivers we found through our research with operators below:

Four key drivers that CSPs are focused on

Source: STL Partners

Reducing TCO through network simplification and consolidation

Many operators we spoke to cited network simplification and convergence in addressing the need to ‘do more with less’ and the ability to drive economies of scale and serve market requirements. Convergence can address different disparate sub-systems and siloes that don’t interact with one another (e.g. performance management and inventory management, IP and optical). This fragmentation creates unnecessary complexity for network operations teams to run, manage and assure their networks and introduce potential human errors and associated costs. CSPs have an opportunity to move towards having common infrastructure and management toolset to serve multiple needs, reduce overall TCO and to achieve better control and ubiquitous visibility across their networks. This is particularly important for larger and/or multi-service, multi-country operators. The decommissioning of legacy services (in some cases with government support, for example with PSTN services) is a key opportunity for this.

One European operator described the importance of being able to serve fixed (residential), mobile (consumer), enterprise and wholesale customers with a single backbone and transport network. Inherent in this is greater efficiency, ease of management and less capital spend required to serve multiple types of customers. For example, our interviewee cited the economies of scale they have achieved by putting all of their traffic onto a single IP network that supports all types of customers. This includes greater efficiency and simplicity in not having to run separate IP networks for each type of customer group and less spend on IP routers and lower TCO overall as part of the consolidation.

Creating a sustainable platform for scale and massive data growth

New use cases are projected to increase network traffic and demands. Operators need to prepare for this volume expansion, support more types of fibre connections, provide more flexible capacity and address high performance demands (throughput, latency, error rates). Another European group operator described scale as the main driver for convergence, in being able to seamlessly support thousands of points within the network and offer their portfolio of services across their operations as one package to customers in a simpler way.

Operators need to consider how they can maximise the use of their infrastructure to serve increasingly demanding needs. For example, there is a significant need for CSPs to extract greater synergies from their access fibre: two operators we spoke to – one in North America, the other in Asia – are using fibre originally deployed for residential broadband (Gigabit Passive Optical Network, or GPON) to connect 5G cells. Operators are joining national governments and high-profile corporations in making ‘net-zero’ commitments which is leading them to actively identify and implement strategies that will dramatically reduce their own environmental footprint and play a more active role in reducing their customers’ carbon emissions.

Enabling greater control, resilience and automation

Implicit in these developments is the greater need for automation within the network to ensure not only the greatest cost efficient optimisation of network speeds and processing power, but also the ability to navigate greater network intricacy. One particular European operator we spoke to described the need to enable greater automation across the entire lifecycle, introduce CI/CD pipelines for more agile service development and provide much more granular information and visibility across the entire network. By simplifying and converging the network, operators, operators can address some of the inherent complexity and disparate siloes in their networks and create a unified view of their network. This provides better visibility across the entire network for network operations teams and makes the task of assuring their networks easier. A more unified or common management layer also enables a more granular view and creates scope for AI/ML to deliver further gains in operational simplification and automation. In addition to the benefits for service assurance and lifecycle management, CSPs are also looking to better identify priority areas for improvement and develop more granular cost-benefit analysis for future investment planning.

Enabling greater control, resilience and automation

Implicit in these developments is the greater need for automation within the network to ensure not only the greatest cost efficient optimisation of network speeds and processing power, but also the ability to navigate greater network intricacy. One particular European operator we spoke to described the need to enable greater automation across the entire lifecycle, introduce CI/CD pipelines for more agile service development and provide much more granular information and visibility across the entire network. By simplifying and converging the network, operators can address some of the inherent complexity and disparate siloes in their networks and create a unified view of their network. This provides better visibility across the entire network for network operations teams and makes the task of assuring their networks easier. A more unified or common management layer also enables a more granular view and creates scope for AI/ML to deliver further gains in operational simplification and automation. In addition to the benefits for service assurance and lifecycle management, CSPs are also looking to better identify priority areas for improvement and develop more granular cost-benefit analysis for future investment planning.

Supporting greater innovation and ecosystem development

As the industry moves to more ecosystem-centric, B2B2X models, operators need to be more versatile in supporting diverse types of services with different types of customers. As more and more devices become connected throughout the Coordination Age , the network will need to become more responsive to different use case needs. The underlying network infrastructure needs to facilitate the faster development of richer network functionality and the plethora of emerging use cases, in order to support greater innovation. This means the network (and network teams) need to handle fast changing functions and more agile service development, and frequent software updates.

With a resurging interest in more network-enabled applications, from telematics and connected car to different types of location-based services or immersive experiences (AR/VR) that can respond to network performance data, the network needs to become more visible, distributed, programmable and instructible. Operators can leverage and expose these network capabilities to both internal and external parties, including customers and partners such as application developers, to serve new types of revenue opportunities and ecosystem partners . The expansion of 5G will create the risk of added complexity to the network, not least through the increase in access infrastructure including thousands of locations supporting distributed virtualised workloads (both cloud native network functions and other applications). This makes convergence and the simplification of the management layer even more imperative. The ability to dynamically manipulate network functions is just one of many programmable capabilities the network will require but doing this while keeping the network and associated services secured is no simple task.

Table of contents

  • Executive Summary
  • Preface
  • Introduction
    • Significant opportunity, high risk of complacency
    • The imperative that CSPs can no longer ignore
  • Evaluating the key drivers for convergence
    • Cost savings are a priority, but CSPs also want top line growth
  • Revisiting the concept of convergence
    • Convergence is a multifaceted problem and solution
    • CSPs take different approaches to tackle similar problems
    • Logical convergence
    • Horizontal convergence
    • Vertical convergence
    • The whole is greater than the sum of its parts
  • A matter of how? not why?
    • History and market variance play a role
    • Understanding the key challenges
  • Taking the plunge
    • Convergence is not just a technology decision
    • Incremental steps, not radical change

Related Research

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Airports: The roles of 5G & private networks

A deep dive into private networks for the aviation vertical

This report is intended to be both a specific examination of an important sector of opportunity for Private 5G (P5G) and an example of the complexity of major industrial sectors and campus-based environments. It also covers opportunities for MNOs.

Airports have been among the earliest sites for private cellular and remain a major focus for vendors and service providers, as solutions mature and spectrum options proliferate. They already generate huge investments into public cellular (indoor and outdoor) as well as being headline sites for Wi-Fi deployment and use. They also employ dozens of other wireless technologies, from radar to critical voice communications.

In the case of airports, the largest are so large and diverse that they actually resemble cities, with “private” networks serving an environment actually quite similar to a small national operator or regional MNO. For example, Dallas Fort-Worth airport spans 27 square miles – larger than the island of Manhattan or the principality of San Marino. They may have 100s of companies as tenants, and 10000s of employees – as well as passengers, vehicles and IoT devices. This may mean that they end up with multiple private wireless networks in different parts of the airfield – from the passenger terminal to maintenance hangars to hotels, to the car-rental facility.

They are also intensive Coordination Age ecosystems. Their effective operation involves the safe and secure management of millions of physical and digital assets across multiple parties, billions of dollars, and many lives.

Often technology product and marketing executives think of industry sectors as monolithic (“finance”, “retail”, “oil and gas” etc), typically aligning with familiar industry classification codes. The truth is that each industry has multiple sub-sectors and varied site types, numerous applications, several user-groups, arrays of legacy systems and technology vendors, and differing attitudes and affordability of wireless solutions.

STL Partners hopes that this exercise examining airports will prompt suppliers and operators to drill into other vertical sectors in similar depth. Depending on the response to this type of document, we may well write up other areas in similar fashion in future. (We are also available for private analysis projects).

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Sector trends and drivers affecting private 5G networks

This report is not the appropriate venue for a full analysis of the aviation and airport industry. However, a number of top-level trends are important to understand, as there is a fairly direct link to the deployment of cellular technologies and private 4G/5G.

Trends for airlines

Before the pandemic, there was a sustained growth in worldwide air-passenger traffic, fuelled by the growth of Chinese and Indian middle-classes, as well as inter-regional and long-haul flights in and between Europe, Asia, the Americas and the Middle East. Forecasts were continued for growth, with air-freight also increasing alongside passenger numbers.

This growth resulted in numerous impacts on aviation more broadly:

  • Construction of many entirely new airports, along with extra terminals and refurbishments at established sites. Examples have included immense new airports at Beijing, Doha and Istanbul. These developments typically include huge focus on efficiency, IoT and safety – all heavily reliant on connectivity.
  • Low-cost and “basic” airlines such as Southwest, EasyJet, AirAsia and others have grown rapidly (at least pre-pandemic). Some have built dedicated terminals. Many have a huge focus on fast “turns” of aircraft between arrival and departure. This needs enhanced coordination and communications between multiple ground-service providers to manage 50+ tasks, from baggage unloading to cleaning and refuelling.
  • Established airlines focusing on greater efficiency, novel route choices, new hub airports, better customer satisfaction via information and interactivity throughout their journeys, as well as pushing ancillary services such as contract maintenance. Again, connectivity plays a variety of roles, from hangars to in-flight wireless.
  • Major warehousing and logistics centres built at airports for companies such as Fedex and UPS, as well as eCommerce players such as Amazon starting to build fleets of planes and on- or near-airport facilities. These typically feature high levels of automation and wide use of robotics.
Long-term air passenger growth (pre-pandemic)

Long-term air passenger growth (pre-pandemic)

Airports as “hubs” for multiple businesses

Many airports now operate on-site business centres, hotels, large retail facilities – as well as growing sophistication of air-freight, contract maintenance services and aircraft refits. Each is often a business in its own right, with separate buildings – but must also coordinate with the central airport authority in terms of security, traffic, signage and vehicle movements.

As well as their own internal connectivity requirements for employees and a growing range of IoT systems, the site-owners are also responsible for wired and wireless links for stakeholders such as:

  • Transportation companies
    • Airlines, both within the terminals and at hangars / warehouses and nearby offices.
    • Shipping agents and freight forwarders
    • Logistics and package-delivery firms
  • Services providers
    • National mobile network operators
    • Retailers and other concessions
    • Vehicle rental agencies
    • Bus, rail, taxi & tour companies
    • Caterers
    • Fuel companies
    • Security firms
    • On-site hotels, warehouses and business parks
    • Insurance and finance organisations
  • Operations and public safety
    • Police and firefighters
    • Medical services
    • Air / port traffic control
    • Power and lighting providers
    • Construction contractors

Many of these groups could potentially justify their own investments in private cellular networks (as well as indoor coverage and Wi-Fi if they have dedicated buildings). An open question is whether airport authorities will try to deploy fully campus-wide networks, or whether a diverse array of separate infrastructures will emerge organically.

Industry transformation, automation and IoT-led innovation

As well as the airlines, the airport authorities have become ever-more focused on technology of the site overall. They are aware of operational efficiency, security and safety – and increasing the potential to earn extra revenues from passengers. A very broad array of existing and new use-cases are leaning on improved connectivity, such as:

  • In-building coverage (and huge capacity) for passengers and workers, all of whom expect both multi-network cellular and ubiquitous Wi-Fi availability
  • Prolific use of digital sign-boards for passengers, staff, plane/ship crews etc
  • Freight-tracking, including details about pallets and containers
  • Security cameras and sensors
  • Smart lighting for runways, loading areas and local roadways
  • Support of complex and mission-critical baggage-handling systems
  • Border and customs functions, including automated passport scanners with video analytics
  • “Smart building” technology ensuring optimal use of ventilation, heating, lighting and safety sensors
  • Robotic and remote-controlled vehicles, such as tugs or drones
  • Voice communications systems, now evolving from 2-way radios to cellular-based systems
  • Maintenance systems for aircraft in hangars – increasingly with high-definition video inspections, augmented reality for engineers, and strict requirements on documentation and record-keeping.

Security and safety concerns

Airports have always had to contend with security issues, from immigration to fire-safety, anti-terrorism, theft and smuggling operations. This has required continued evolution of screening systems, cameras, staff access control and multiple layers of analytics software.

This translates to private cellular in a number of ways:

  • Desire to update legacy critical communications systems (e.g. TETRA radios) to more-capable LTE or 5G equivalents, to enable data, video and other applications.
  • Requirement for networks with a bias towards data uplink rather than downlink, especially for HD video and other security  This may mean a preference for separate frequencies to the public networks, in order to accommodate a different mix of up/down traffic.
  • Involvement of a wide range of systems integrators and critical communications specialists with a long history of deploying reliable wireless  Many are adopting 4G and 5G skill-sets internally.
  • Requirement for 100% coverage of the airport environment, both indoors and outdoors as far as the perimeter fence. This may be outside the coverage of many public networks, especially for higher-frequency 5G

Complex wireless environment

It is important to recognise that airfields have a huge array of different technology systems, many of which depend on radio communications or other electromagnetic use-cases. Some of these – such as radars – can occupy frequency bands quite close to those used for 4G or 5G mobile. There are also assorted niche applications, for air traffic control, critical communications among ground workers and emergency services, satellite connectivity for aircraft, scientific instruments for weather forecasting and many others. Wi-Fi is used intensively, both inside the terminal and across some outdoor areas. Some airports have sections used by the military as well as civil aviation, with yet another group of radio types and frequencies employed.

This has several implications:

  • Unlike many other sites, cellular communications is not the most important use of spectrum  Mobile networks – whether public or private – need to fit alongside a huge variety of other services and functions.
  • Some frequency bands that are offered by regulators on a local basis for private 4G/5G may not be available for licensing at airports, as there may be important incumbent users.
  • Airports take increasing interest in overall spectrum management tools, as well as site surveys and the ability to intervene rapidly in case of problems.
  • The aviation industry has a large number of wireless and RF specialists, some of whom are likely to be cross-trained in cellular  This makes it more capable than many sectors to adopt private networks rather than always relying on public MNO service.

Covid-19 Pandemic

Since early 2020, the aviation and airline sector has been decimated by travel restrictions imposed because of the pandemic. Traffic and passenger levels at many airports fell to 20% of pre-pandemic levels or lower. However, as vaccination programs enable the re-opening of travel, growth is starting to occur again.

Various after-effects of the pandemic will increase the need for automation, connectivity and communications. There are new security-checks on vaccination and testing status, more cameras for fever-detection and mask-compliance, automated sanitising of surfaces and much more. Many airports have needed to reconfigure the layouts of their terminals to accommodate testing centres, facilitate social distancing, or sometimes close areas in order to reduce costs. This puts a premium on wireless connectivity that can be adapt to new circumstances rapidly.

Another impact of the last 2 years has been growth in the importance of cargo shipments, from both dedicated freight terminals and in commercial airliners. This has led to new warehouse facilities being constructed, as well as different types of asset tracking and loading vehicles being employed. Again, this has driven the need for better connectivity.

Table of content

  • Executive Summary
    • Overview
    • Recommendations for Airport Operators & Airlines
    • Recommendations for Mobile Operators
    • Recommendations for Regulators & Policymakers
    • Recommendations for Vendors
  • Introduction
    • Sector trends and drivers affecting private networks
  • Evolving airport use-cases for 4G/5G
    • Understanding airports’ layout
    • Background: Public cellular at airports
    • From public to private connectivity: growth in B2B wireless
    • Specific use-cases for private 4G / 5G at airports
  • Airports – a subset of “campus” networks
    • Characteristics of campus networks
    • Adjacent trends
    • Campus networks: who is responsible?
  • Building & operating airport private networks
    • Supply-side evolution for airport networks
    • Airport stakeholders
    • Monetisation opportunities
    • Airport private network case studies
    • Can public 5G network slicing work instead of private 5G?
    • Where does Wi-Fi & other wireless technology fit?

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How telcos can provide a tonic for transport

5G can help revolutionise public transport

With the advent of 5G, STL Partners believes telcos have a broad opportunity to help coordinate better use of the world’s resources and assets, as outlined in the report: The Coordination Age: A third age of telecoms. Reliable and ubiquitous connectivity can enable companies and consumers to use digital technologies to efficiently allocate and source assets and resources.

In urban and suburban transport markets, one precious resource is in short supply – space. Trains can be crowded, roads can be congested and there may be nowhere to park. Following the enormous changes in working patterns in the wake of the pandemic, both individuals and policymakers are reviewing their transport choices.

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This report explores how the concept of mobility-as-a-service (MaaS) is evolving, while outlining the challenges facing those companies looking to transform public transport. In particular, it considers how telcos and 5G could support the development and deployment of automated shuttle buses, which are now beginning to appear on the world’s roads. Whereas self-driving cars are taking much longer to develop than their proponents expected, automated shuttle buses look like a more realistic mid-term prospect. Running on relatively short set routes, these vehicles are easier to automate and can be monitored/controlled by dedicated connectivity infrastructure.

This report also examines the role of 5G connectivity in other potentially-disruptive transport propositions, such as remotely controlled hire cars, passenger drones and flying cars, which could emerge over the next decade. It builds on previous STL Partners research including:

Where is transport headed?

Across the world, transport is in a state of flux. Growing congestion, the pandemic, concerns about air quality and climate change, and the emergence of new technologies are taking the transport sector in new directions. Urban planners have long recognised that having large numbers of half-empty cars crawling around at 20km/hour looking for somewhere to park is not a good use of resources.

Experimentation abounds. Many municipalities are building bike lanes and closing roads to try and encourage people to get out of their cars. In response, sales of electric bikes and scooters are rising fast. The past 10 years has also seen a global boom (followed by a partial bust) in micro-mobility services – shared bikes and scooters. Although they haven’t lived up to the initial hype, these sharing economy services have become a key part of the transport mix in many cities (for more on this, see the STL Partners report: Can telcos help cities combat congestion?).

Indeed, these micro-mobility services may be given a shot in the arm by the difficulties faced by the ride hailing business. In many cities, Uber and Lyft are under intense pressure to improve their driver proposition by giving workers more rights, while complying with more stringent safety regulations. That is driving costs upwards. Uber had hoped to ultimately replace human drivers with self-driving vehicles, but that now looks unlikely to happen in the foreseeable future. Tesla, which has always been bullish about the prospects autonomous driving, keeps having to revise its timelines backwards.

Tellingly, the Chinese government has pushed back a target to have more than half of new cars sold to have self-driving capabilities from 2020 to 2025. It blamed technical difficulties, exacerbated by the coronavirus pandemic, in a 2020 statement issued by National Development and Reform Commission and the Ministry of Industry and Information Technology.

Still, self-driving cars will surely arrive eventually. In July, Alphabet (Google’s parent) reported that its experimental self-driving vehicle unit Waymo continues to grow. “People love the fully autonomous ride hailing service in Phoenix,” Sundar Pichai, CEO Alphabet and Google, enthused. “Since first launching its services to the public in October 2020, Waymo has safely served tens of thousands of rides without a human driver in the vehicle, and we look forward to many more.”

In response to analyst questions, Pichai added: “We’ve had very good experience by scaling up rides. These are driverless rides and no one is in the car other than the passengers. And people have had a very positive experience overall. …I expect us to scale up more through the course of 2022.”

More broadly, the immediate priority for many governments will be on greening their transport systems, given the rising public concern about climate change and extreme weather. The latest report from the Intergovernmental Panel on Climate Change calls for “immediate, rapid and large-scale reductions in greenhouse gas emissions” to stabilise the earth’s climate. This pressure will likely increase the pace at which traditional components of the transport system become all-electric – cars, motorbikes, buses, bikes, scooters and even small aircraft are making the transition from relying on fossil fuel or muscle power to relying on batteries.

The rest of this 45-page report explores how public transport is evolving, and the role of 5G connectivity and telcos can play in enabling the shift.

Table of contents

  • Executive Summary
  • Introduction
  • Where is transport headed?
    • Mobility-as-a-service
    • The role of digitisation and data
    • Rethinking the bus
    • Takeaways
  • How telcos are supporting public transport
    • Deutsche Telekom: Trying to digitise transport
    • Telia: Using 5G to support shuttle buses
    • Takeaways
  • The key challenges
    • A complex and multi-faceted value chain
    • Regulatory caution
    • Building viable business models
    • Takeaways
  • Automakers become service providers
    • Volvo to retrieve driving data in real-time
    • Automakers and tech companies team up
    • Takeaways
  • Taxis and buses take to the air
    • The prognosis for passenger drones
    • Takeaways
  • Conclusions: Strategic implications for telcos

 

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Private networks: Lessons so far and what next

The private networks market is rapidly developing

Businesses across a range of sectors are exploring the benefits of private networks in supporting their connected operations. However, there are considerable variations between national markets, reflecting spectrum and other regulatory actions, as well as industrial structure and other local factors. US, Germany, UK, Japan and the Nordics are among the leading markets.

Enterprises’ adoption of digitalisation and automation programmes is growing across various industries. The demand from enterprises stems from their need for customised networks to meet their vertical-specific connectivity requirements – as well as more basic considerations of coverage and cost of public networks, or alternative wireless technologies.

On the supply side, the development in cellular standards, including the virtualisation of the RAN and core elements, the availability of edge computing, and cloud management solutions, as well as the changing spectrum regulations are making private networks more accessible for enterprises. That said, many recently deployed private cellular networks still use “traditional” integrated small cells, or major vendors’ bundled solutions – especially in conservative sectors such as utilities and public safety.

Many new players are entering the market through different vertical and horizontal approaches and either competing or collaborating with traditional telcos. Traditional telcos, new telcos (mainly building private networks or offering network services), and other stakeholders are all exploring strategies to engage with the market and assessing the opportunities across the value chain as private network adoption increases.

Following up on our 2019 report Private and vertical cellular networks: Threats and opportunities, we explore the recent developments in the private network market, regulatory activities and policy around local and shared spectrum, and the different deployment approaches and business cases. In this report we address several interdependent elements of the private networks landscape

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What is a private network?

A private network leverages dedicated resources such as infrastructure and spectrum to provide precise coverage and capacity to specific devices and user groups. The network can be as small as a single radio cell covering a single campus or a location such as a manufacturing site (or even a single airplane), or it can span across a wider geographical area such as a nationwide railway network or regional utility grids.

Private networks is an umbrella term that can includes different LAN (or WAN) connectivity options such as Wi-Fi and LPWAN. However, more commonly, the term is being associated with private cellular networks based on 3GPP mobile technologies, i.e. LTE or 5G New Radio (NR).

Private networks are also different from in-building densification solutions like small cells and DAS which extend the coverage of public network or strengthen its capacity indoors or in highly dense locations. These solutions are still part of the public network and do not support customised control over the local network access or other characteristics. In future, some may support local private networks as well as public MNOs’ services.

Besides dedicated coverage and capacity, private networks can be customised in other aspects such as security, latency and integration with the enterprise internal systems to meet business specific requirements in ways that best effort public networks cannot.

Unlike public networks, private networks are not available to the public through commercially available devices and SIM cards. The network owner or operator controls the authorisation and the access to the network for permissioned devices and users. These definitions blur somewhat if the network is run by a “community” such as a municipality.

Typically, devices will not work outside the boundaries of their private network. That is a requirement in many use cases, such as manufacturing, where devices are not expected to continue functioning outside the premise. However, in a few areas, such as logistics, solutions can include the use of dual-SIM devices for both public and private networks or the use of other wide area technologies such as TETRA for voice. Moreover, agreements with public networks to enable roaming can be activated to support certain service continuity outside the private network boundaries.

While the technology and market are still developing, several terms are being used interchangeably to describe 3GPP private networks such dedicated networks, standalone networks, campus networks, local networks, vertical mobile network and non-public networks (NPN) as defined by the 3GPP.

The emergence of new telcos

Many telcos are not ready to support private networks demands from enterprises on large scale because they lack sufficient resources and expertise. Also, some enterprises might be reluctant to work with telcos for different reasons including their concerns over the traditional telcos’ abilities in vertical markets and a desire to control costs. This gap is already catalysing the emergence of new types of mobile network service providers, as opposed to traditional MNOs that operate national or regional public mobile networks.

These players essentially carry out the same roles as traditional MNOs in configuring the network, provisioning the service, and maintaining the private network infrastructure. Some of them may also have access to spectrum and buy network equipment and technologies directly from network equipment vendors. In addition to “new telcos” or “new operators”, other terms have been used to describe these players such as specialist operators and alternative operators. Throughout this report, we will use new telcos or specialist operators when describing these players collectively and traditional/public operators when referring to typical wide area national mobile network provider. New players can be divided into the following categories:

Possible private networks service providers

private networks ecosystem

Source: STL Partners

Table of content

  • Executive Summary
    • What next
    • Trends and recommendations for telcos, vendors, enterprises and policymakers
  • Introduction
  • Types of private network operators
    • What is a private network?
    • The emergence of new telcos
  • How various stakeholders are approaching the market
    • Technology development: Choosing between LTE and 5G
    • Private network technology vendors
    • Regional overview
    • Vertical overview
    • Mergers and acquisitions activities
  • The development of spectrum regulations
    • Unlicensed spectrum for LTE and 5G is an attractive option, but it remains limited
    • The rise of local spectrum licensing threatens some telcos
    • …but there is no one-size fits all in local spectrum licensing
    • How local spectrum licensing shapes the market and enterprise adoption
    • Recommendations for different stakeholders
  • Assessing the approaches to network implementation
    • Private network deployment models
    • Business models and roles for telcos
  • Conclusion and recommendations
  • Index
  • Appendix 1:  Examples of private networks deployments in 2020 – 2021

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O-RAN: What is it worth?

Introducing STL Partners’ O-RAN Market Forecast

This capex forecast is STL Partners’ first attempt at estimating the value of the O-RAN market.

  • This is STL Partners’ first O-RAN market value forecast
  • It is based on analysis of telco RAN capex and projected investment pathways for O-RAN
  • The assumptions are informed by public announcements, private discussions and the opinions of our Telco Cloud team
  • We look forward to developing it further based on client feedback

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What is O-RAN?

We define O-RAN as virtualised, disaggregated, open-interface architectures.

  • Our O-RAN capex forecasts cover virtualised, disaggregated, open-interface architectures in the Radio Access Network
  • They do not include vRAN or O-RAN compliant but single vendor deployments

O-RAN definition open RAN

O-RAN will account for 76% of active RAN capex by 2030

As mobile operators upgrade their 4G networks and invest in new 5G infrastructure, they can continue purchasing single vendor legacy RAN equipment or opt for multi-vendor open-standard O-RAN solutions.

Each telco will determine its O-RAN roadmap based on its specific circumstances (footprint, network evolution, rural coverage, regulatory pressure, etc)1. For the purpose of this top-level O-RAN capex forecast, STL has defined four broad pathways for transitioning from legacy RAN/vRAN to O-RAN and categorised each of the top 40 mobile operators in one of the pathways, based on their announced or suspected O-RAN strategy.

Through telcos’ projected mobile capex and the pathway categorisation, we estimate that by 2026 annual sales of O-RAN active network elements (including equipment and software) will reach USD12 billion, or 21% of all active RAN capex (excluding passive infrastructure). By 2030, these will reach USD43 billion and 76%, respectively.

Total annual O-RAN capex spend

Table of content

  • Executive summary
    • O-RAN forecast 2020-2030
    • Brownfield vs greenfield
    • Four migration pathways
  • Modelling assumptions
  • Migration pathways
    • Committed O-RAN-philes
    • NEP-otists
    • Leap-froggers
    • Industrial O-RAN
  • Next steps

 

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Why the consumer IoT is stuck in the slow lane

A slow start for NB-IoT and LTE-M

For telcos around the world, the Internet of Things (IoT) has long represented one of the most promising growth opportunities. Yet for most telcos, the IoT still only accounts for a low single digit percentage of their overall revenue. One of the stumbling blocks has been relatively low demand for IoT solutions in the consumer market. This report considers why that is and whether low cost connectivity technologies specifically-designed for the IoT (such as NB-IoT and LTE-M) will ultimately change this dynamic.

NB-IoT and LTE-M are often referred to as Massive IoT technologies because they are designed to support large numbers of connections, which periodically transmit small amounts of data. They can be distinguished from broadband IoT connections, which carry more demanding applications, such as video content, and critical IoT connections that need to be always available and ultra-reliable.

The initial standards for both technologies were completed by 3GPP in 2016, but adoption has been relatively modest. This report considers the key B2C and B2B2C use cases for Massive IoT technologies and the prospects for widespread adoption. It also outlines how NB-IoT and LTE-M are evolving and the implications for telcos’ strategies.

This builds on previous STL Partners’ research, including LPWA: Which way to go for IoT? and Can telcos create a compelling smart home?. The LPWA report explained why IoT networks need to be considered across multiple generations, including coverage, reliability, power consumption, range and bandwidth. Cellular technologies tend to be best suited to wide area applications for which very reliable connectivity is required (see Figure below).

IoT networks should be considered across multiple dimensions

IoT-networks-disruptive-analysis-stl-2021
Source: Disruptive Analysis

 

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The smart home report outlined how consumers could use both cellular and short-range connectivity to bolster security, improve energy efficiency, charge electric cars and increasingly automate appliances. One of the biggest underlying drivers in the smart home sector is peace of mind – householders want to protect their properties and their assets, as rising population growth and inequality fuels fear of crime.

That report contended that householders might be prepared to pay for a simple and integrated way to monitor and remotely control all their assets, from door locks and televisions to solar panels and vehicles.  Ideally, a dashboard would show the status and location of everything an individual cares about. Such a dashboard could show the energy usage and running cost of each appliance in real-time, giving householders fingertip control over their possessions. They could use the resulting information to help them source appropriate insurance and utility supply.

Indeed, STL Partners believes telcos have a broad opportunity to help coordinate better use of the world’s resources and assets, as outlined in the report: The Coordination Age: A third age of telecoms. Reliable and ubiquitous connectivity is a key enabler of the emerging sharing economy in which people use digital technologies to easily rent the use of assets, such as properties and vehicles, to others. The data collected by connected appliances and sensors could be used to help safeguard a property against misuse and source appropriate insurance covering third party rentals.

Do consumers need Massive IoT?

Whereas some IoT applications, such as connected security cameras and drones, require high-speed and very responsive connectivity, most do not. Connected devices that are designed to collect and relay small amounts of data, such as location, temperature, power consumption or movement, don’t need a high-speed connection.

To support these devices, the cellular industry has developed two key technologies – LTE-M (LTE for Machines, sometimes referred to as Cat M) and NB-IoT (Narrowband IoT). In theory, they can be deployed through a straightforward upgrade to existing LTE base stations. Although these technologies don’t offer the capacity, throughput or responsiveness of conventional LTE, they do support the low power wide area connectivity required for what is known as Massive IoT – the deployment of large numbers of low cost sensors and actuators.

For mobile operators, the deployment of NB-IoT and LTE-M can be quite straightforward. If they have relatively modern LTE base stations, then NB-IoT can be enabled via a software upgrade. If their existing LTE network is reasonably dense, there is no need to deploy additional sites – NB-IoT, and to a lesser extent LTE-M, are designed to penetrate deep inside buildings. Still, individual base stations may need to be optimised on a site-by-site basis to ensure that they get the full benefit of NB-IoT’s low power levels, according to a report by The Mobile Network, which notes that operators also need to invest in systems that can provide third parties with visibility and control of IoT devices, usage and costs.

There are a number of potential use cases for Massive IoT in the consumer market:

  • Asset tracking: pets, bikes, scooters, vehicles, keys, wallets, passport, phones, laptops, tablets etc.
  • Vulnerable persontracking: children and the elderly
  • Health wearables: wristbands, smart watches
  • Metering and monitoring: power, water, garden,
  • Alarms and security: smoke alarms, carbon monoxide, intrusion
  • Digital homes: automation of temperature and lighting in line with occupancy

In the rest of this report we consider the key drivers and barriers to take-up of NB-IoT and LTE-M for these consumer use cases.

Table of Contents

  • Executive Summary
  • Introduction
  • Do consumers need Massive IoT?
    • The role of eSIMs
    • Takeaways
  • Market trends
    • IoT revenues: Small, but growing
  • Consumer use cases for cellular IoT
    • Amazon’s consumer IoT play
    • Asset tracking: Demand is growing
    • Connecting e-bikes and scooters
    • Slow progress in healthcare
    • Smart metering gains momentum
    • Supporting micro-generation and storage
    • Digital buildings: A regulatory play?
    • Managing household appliances
  • Technological advances
    • Network coverage
  • Conclusions: Strategic implications for telcos

 

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Why energy management is critical to 5G success

This paper explains why telco’s 5G roll-out, and their ability to monetise 5G, could be undermined by failing to address both the energy and wider sustainability issues that come with it. 5G must be deployed in an energy efficient manner to avoid spiralling costs and increased pressure from customers, investors and authorities. This report is aimed at the C-suite, but also at network operations and planners who are charged with deploying 5G, and the product and customer teams developing new 5G services that will create value and drive growth.

5G: Designed to spur innovation and drive growth

Much has been written (not least by STL) about 5G technology being different – both in what it does and how it does it – from previous ‘Gs’. Among other things, 5G has been conceived:

  • To enable new operating models, spur innovation and introduce an explosion of tailored connectivity and tightly coupled applications (e.g. low latency, high reliability, IoT)
  • To sustain the growth in data traffic that we have already seen with 3G and then 4G

Although many operators globally have yet to launch 5G, the roll-out is gathering pace and expected to achieve significant global coverage by 2025.

Actual data traffic volumes will move to 5G networks faster than coverage or subscriber adoption. This is due to take up of new 5G services, the nature of consumer adoption cycles (earlier adopters are heavier users) and coverage concentration in more populous areas. For example, in South Korea 5G accounted for over 30% of all mobile traffic by the end of 2020, although only 15% of subscribers were on 5G and much of the country is still not covered.

STL Partners project that global 5G traffic may overtake 4G traffic as soon as 2026.

Projected 5G traffic volumes by region

The 5G energy challenge

5G networks, done right, can limit carbon emissions and even reduce the overall energy consumption of telecoms operators, but given the number of factors at play, things will not fall into place on their own.

5G can curb excess energy use…. if done right

In terms of energy required per unit of data transmitted, 5G networks are an order of magnitude more efficient than 4G networks (much of this due to the air interface, particularly MIMO arrays packing in a greater number of antennae). 5G networks can also be more ‘energy elastic’, with energy consumption more closely tracking network use: high at peak times, largely dormant at quieter times. Cloud-native 5G standalone core and virtualised RAN will make it far easier and cheaper to adopt performance improvements in hardware and software. Open RAN will spawn new commercial and operating models in RAN sharing / wholesale / neutral hosts.

However, as the higher performance and lower cost (per GB) of 5G services will result in increased use and accelerate traffic growth, this will negate some of the efficiency gains. Furthermore, to achieve coverage, 5G networks will initially represent another overlay network requiring additional equipment and energy. Due to the higher frequencies, 5G will need more cells than 4G networks and 5G cells will typically have peak power requirements higher than 4G sites. Initially at least, this power will be additional to that supporting existing networks.

Another complication is the cloud-native nature of 5G networks which means that these will run on commercial-of-the-shelf (COTS) servers. Although potentially cheaper to buy and more efficient to run than traditional telco equipment, such servers are designed to run in ‘data-centre’ technical facilities: with more specialised cooling and power requirements. Due to the nature of networks, these servers will be distributed across many, smaller ‘edge’ facilities as well as a few big ones. And, in addition to housing servers for network functions these distributed facilities may also support edge compute resources for telco customers’ 5G-enabled applications such as AR/VR.

These distributed edge sites need to be specified, equipped, commissioned, and operated differently than in the past. Failure to do so risks inefficiencies and a jump in both embedded and ongoing emissions. To compound things, these sites will not all be greenfield ones. In many instances, they will be collocated with existing equipment, or use refurbished space in central offices, branch exchanges or older self-contained technical enclosures delivered by truck.

To reduce energy consumption and OPEX at telco sites and across the telco networks, one answer would be to begin to de-commission previous generations of mobile technology. De-commissioning 2G, 3G and 4G mobile networks would have a net beneficial effect on the carbon emissions from all the networks.

However, there are issues with de-commissioning, given that customers and applications rely on 2G and 3G even in advanced economies, smart meters being a key use for 2G, for example. There are also regional divergences: while many Asian countries have fully de-commissioned 2G and countries such as Germany aims to have fully de-commissioned 3G by 2022, by the end of 2019F 46% of consumers of mobile connectivity in Africa still used 2G.

This attests to a wider challenge when evaluating how telcos can reduce their carbon emissions in the Coordination Age: different regions are at very different stages of 5G deployment and face different challenges and solutions with regards to energy management as a whole.

Regions with different 5G take-up face different energy challenges

An added challenge with deploying 5G in a sustainable manner is that telcos cannot lose sight of resiliency and cost. Energy performance and sustainability goals need to be aligned with financial and operational objectives and incentives, not competing with them. We set out how this can be achieved in this study.

Table of Contents

  • Executive Summary
  • Preface
  • Introduction
    • The Coordination Age – a new role and purpose for telcos
    • Resource efficiency and the Coordination Age
    • 5G: Designed to spur innovation and drive growth
    • Challenge 1: The 5G energy challenge
    • Challenge 2: A rapidly changing business climate
  • How can telcos pursue growth through 5G and meet the challenges of the changing business climate?
    • Adopt energy best practice in 5G design, procurement, deployment, and operations
      • Best practice operates at multiple levels…and across them
      • Focusing action for your operator
    • Drive customers’ transition to low emissions through 5G-enabled services
      • Who to target?
      • Specific steps in driving customer efficiency through 5G
  • Conclusions and recommendations
    • Preach what you practice
    • … as well as practice what you preach
    • Recommendations for telco leadership

Fixed wireless access growth: To 20% homes by 2025

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Fixed wireless access growth forecast

Fixed Wireless Access (FWA) networks use a wireless “last mile” link for the final connection of a broadband service to homes and businesses, rather than a copper, fibre or coaxial cable into the building. Provided mostly by WISPs (Wireless Internet Service Providers) or mobile network operators (MNOs), these services come in a wide range of speeds, prices and technology architectures.

Some FWA services are just a short “drop” from a nearby pole or fibre-fed hub, while others can work over distances of several kilometres or more in rural and remote areas, sometimes with base station sites backhauled by additional wireless links. WISPs can either be independent specialists, or traditional fixed/cable operators extending reach into areas they cannot economically cover with wired broadband.

There is a fair amount of definitional vagueness about FWA. The most expansive definitions include cheap mobile hotspots (“Mi-Fi” devices) used in homes, or various types of enterprise IoT gateway, both of which could easily be classified in other market segments. Most service providers don’t give separate breakouts of deployments, while regulators and other industry bodies report patchy and largely inconsistent data.

Our view is that FWA is firstly about providing permanent broadband access to a specific location or premises. Primarily, this is for residential wireless access to the Internet and sometimes typical telco-provided services such as IPTV and voice telephony. In a business context, there may be a mix of wireless Internet access and connectivity to corporate networks such as VPNs, again provided to a specific location or building.

A subset of FWA relates to M2M usage, for instance private networks run by utility companies for controlling grid assets in the field. These are typically not Internet-connected at all, and so don’t fit most observers’ general definition of “broadband access”.

Usually, FWA will be marketed as a specific service and package by some sort of network provider, usually including the terminal equipment (“CPE” – customer premise equipment), rather than allowing the user to “bring their own” device. That said, lower-end (especially 4G) offers may be SIM-only deals intended to be used with generic (and unmanaged) portable hotspots.
There are some examples of private network FWA, such as a large caravan or trailer park with wireless access provided from a central point, and perhaps in future municipal or enterprise cellular networks giving fixed access to particular tenant structures on-site – for instance to hangars at an airport.

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FWA today

Today, fixed-wireless access (FWA) is used for perhaps 8-9% of broadband connections globally, although this varies significantly by definition, country and region. There are various use cases (see below), but generally FWA is deployed in areas without good fixed broadband options, or by mobile-only operators trying to add an additional fixed revenue stream, where they have spare capacity.

Fixed wireless internet access fits specific sectors and uses, rather than the overall market

FWA Use Cases

Source: STL Partners

FWA has traditionally been used in sparsely populated rural areas, where the economics of fixed broadband are untenable, especially in developing markets without existing fibre transport to towns and villages, or even copper in residential areas. Such networks have typically used unlicensed frequency bands, as there is limited interference – and little financial justification for expensive spectrum purchases. In most cases, such deployments use proprietary variants of Wi-Fi, or its ill-fated 2010-era sibling WiMAX.

Increasingly however, FWA is being used in more urban settings, and in more developed market scenarios – for example during the phase-out of older xDSL broadband, or in places with limited or no competition between fixed-network providers. Some cellular networks primarily intended for mobile broadband (MBB) have been used for fixed usage as well, especially if spare capacity has been available. 4G has already catalysed rapid growth of FWA in numerous markets, such as South Africa, Japan, Sri Lanka, Italy and the Philippines – and 5G is likely to make a further big difference in coming years. These mostly rely on licensed spectrum, typically the national bands owned by major MNOs. In some cases, specific bands are used for FWA use, rather than sharing with normal mobile broadband. This allows appropriate “dimensioning” of network elements, and clearer cost-accounting for management.

Historically, most FWA has required an external antenna and professional installation on each individual house, although it also gets deployed for multi-dwelling units (MDUs, i.e. apartment blocks) as well as some non-residential premises like shops and schools. More recently, self-installed indoor CPE with varying levels of price and sophistication has helped broaden the market, enabling customers to get terminals at retail stores or delivered direct to their home for immediate use.

Looking forward, the arrival of 5G mass-market equipment and larger swathes of mmWave and new mid-band spectrum – both licensed and unlicensed – is changing the landscape again, with the potential for fibre-rivalling speeds, sometimes at gigabit-grade.

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Table of contents

  • Executive Summary
  • Introduction
    • FWA today
    • Universal broadband as a goal
    • What’s changed in recent years?
    • What’s changed because of the pandemic?
  • The FWA market and use cases
    • Niche or mainstream? National or local?
    • Targeting key applications / user groups
  • FWA technology evolution
    • A broad array of options
    • Wi-Fi, WiMAX and close relatives
    • Using a mobile-primary network for FWA
    • 4G and 5G for WISPs
    • Other FWA options
    • Customer premise equipment: indoor or outdoor?
    • Spectrum implications and options
  • The new FWA value chain
    • Can MNOs use FWA to enter the fixed broadband market?
    • Reinventing the WISPs
    • Other value chain participants
    • Is satellite a rival waiting in the wings?
  • Commercial models and packages
    • Typical pricing and packages
    • Example FWA operators and plans
  • STL’s FWA market forecasts
    • Quantitative market sizing and forecast
    • High level market forecast
  • Conclusions
    • What will 5G deliver – and when and where?
  • Index

Network convergence: How to deliver a seamless experience

Operators need to adapt to the changing connectivity demands post-COVID19

The global dependency on consistent high-performance connectivity has recently come to the fore as the COVID-19 outbreak has transformed many of the remaining non-digital tasks into online activities.

The typical patterns of networking have broken and a ‘new normal’, albeit possibly a somewhat transitory one, is emerging. The recovery of the global economy will depend on governments, healthcare providers, businesses and their employees robustly communicating and gaining uninhibited access to content and cloud through their service providers – at any time of day, from any location and on any device.

Reliable connectivity is a critical commodity. Network usage patterns have shifted more towards the home and remote working. Locations which were previously light-usage now have high demands. Conversely, many business locations no longer need such high capacity. Utilisation is not expected to return to pre-COVID-19 patterns either, as people and businesses adapt to new daily routines – at least for some time.

The strategies with which telcos started the year have of course been disrupted with resources diverted away from strategic objectives to deal with a new mandate – keep the country connected. In the short-term, the focus has shifted to one which is more tactical – ensuring customer satisfaction through a reliable and adaptable service with rapid response to issues. In the long-term, however, the objectives for capacity and coverage remain. Telcos are still required to reach national targets for a minimum connection quality in rural areas, whilst delivering high bandwidth service demands in hotspot locations (although these hotspot locations might now change).

Of course, modern networks are designed with scalability and adaptability in mind – some recent deployments from new disruptors (such as Rakuten) demonstrate the power of virtualisation and automation in that process, particularly when it comes to the radio access network (RAN). In many legacy networks, however, one area which is not able to adapt fast enough is the physical access. Limits on spectrum, coverage (indoors and outdoors) and the speed at which physical infrastructure can be installed or updated become a bottleneck in the adaptation process. New initiatives to meet home working demand through an accelerated fibre rollout are happening, but they tend to come at great cost.

Network convergence is a concept which can provide a quick and convenient way to address this need for improved coverage, speed and reliability in the access network, without the need to install or upgrade last mile infrastructure. By definition, it is the coming-together of multiple network assets, as part of a transformation to one intelligent network which can efficiently provide customers with a single, unified, high-quality experience at any time, in any place.

It has already attracted interest and is finding an initial following. A few telcos have used it to provide better home broadband. Internet content and cloud service providers are interested, as it adds resilience to the mobile user experience, and enterprises are interested in utilising multiple lower cost commodity backhauls – the combination of which benefits from inherent protection against costly network outages.

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Network convergence helps create an adaptable and resilient last mile

Most telcos already have the facility to connect with their customers via multiple means; providing mobile, fixed line and public Wi-Fi connectivity to those in their coverage footprint. The strategy has been to convert individual ‘pure’ mobile or fixed customers into households. The expectation is that this creates revenue increase through bundling and loyalty whilst bringing some added friction into the ability to churn – a concept which has been termed ‘convergence’. Although the customer may see one converged telco through brand, billing and customer support, the delivery of a consistent user experience across all modes of network access has been lacking and awkward. In the end, it is customer dissatisfaction which drives churn, so delivering a consistent user experience is important.

Convergence is a term used to mean many different things, from a single bill for all household connectivity, to modernising multiple core networks into a single efficient core. While most telcos have so far been concentrating on increasing operational efficiency, increasing customer loyalty/NPS and decreasing churn through some initial aspects of convergence, some are now looking into network convergence – where multiple access technologies (4G, 5G, Wi-Fi, fixed line) can be used together to deliver a resilient, optimised and consistent network quality and coverage.

Overview of convergence

Source: STL Partners

As an overarching concept, network convergence introduces more flexibility into the access layer. It allows a single converged core network to utilise and aggregate whichever last mile connectivity options are most suited to the environment. Some examples are:

  • Hybrid Access: DSL and 4G macro network used together to provide extra speed and fallback reliability in hybrid fixed/mobile home gateways.
  • Cell Densification: 5G and Wi-Fi small cells jointly providing short range capacity to augment the macro network in dense urban areas.
  • Fixed Wireless Access: using cellular as a fibre alternative in challenging areas.

The ability to combine various network accesses is attractive as an option for improving adaptability, resilience and speed. Strategically, putting such flexibility in place can support future growth and customer retention with the added advantage of improving operational efficiency. Tactically, it enables an ability to quickly adapt resources to short-term changes in demand. COVID-19 has been a clear example of this need.

Table of Contents

  • Executive Summary
    • Convergence and network convergence
    • Near-term benefits of network convergence
    • Strategic benefits of network convergence
    • Balancing the benefits of convergence and divergence
    • A three-step plan
  • Introduction
    • The changing environment
    • Network convergence: The adaptable and resilient last mile
    • Anticipated benefits to telcos
    • Challenges and opposing forces
  • The evolution to network convergence
    • Everyone is combining networks
    • Converging telco networks
    • Telco adoption so far
  • Strategy, tactics and hurdles
    • The time is right for adaptability
    • Tactical motivators
    • Increasing the relationship with the customer
    • Modernisation and efficiency – remaining competitive
    • Hurdles from within the telco ecosystem
    • Risk or opportunity? Innovation above-the-core
  • Conclusion
    • A three-step plan
  • Index

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Open RAN: What should telcos do?

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Related webinar: Open RAN: What should telcos do?

In this webinar STL Partners addressed the three most important sub-components of Open RAN (open-RAN, vRAN and C-RAN) and how they interact to enable a new, virtualized, less vendor-dominated RAN ecosystem. The webinar covered:

* Why Open RAN matters – and why it will be about 4G (not 5G) in the short term
* Data-led overview of existing Open RAN initiatives and challenges
* Our recommended deployment strategies for operators
* What the vendors are up to – and how we expect that to change

Date: Tuesday 4th August 2020
Time: 4pm GMT

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What is the open RAN and why does it matter?

‘The open RAN’ encompasses a group of technological approaches that are designed to make the radio access network (RAN) more cost effective and flexible. It involves a shift away from traditional, proprietary radio hardware and network architectures, driven by single vendors, towards new, virtualised platforms and a more open vendor ecosystem.

Legacy RAN: single-vendor and inflexible

The traditional, legacy radio access network (RAN) uses dedicated hardware to deliver the baseband function (modulation and management of the frequency range used for cellular network transmission), along with proprietary interfaces (typically based on the Common Public Radio Interface (CPRI) standard) for the fronthaul from the baseband unit (BBU) to the remote radio unit (RRU) at the top of the transmitter mast.

Figure 1: Legacy RAN architecture

Source: STL Partners

This means that, typically, telcos have needed to buy the baseband and the radio from a single vendor, with the market presently dominated largely by the ‘big three’ (Ericsson, Huawei and Nokia), together with a smaller market share for Samsung and ZTE.

The architecture of the legacy RAN – with BBUs typically but not always at every cell site – has many limitations:

  • It is resource-intensive and energy-inefficient – employing a mass of redundant equipment operating at well below capacity most of the time, while consuming a lot of power
  • It is expensive, as telcos are obliged to purchase and operate a large inventory of physical kit from a limited number of suppliers, which keeps the prices high
  • It is inflexible, as telcos are unable to deploy to new and varied sites – e.g. macro-cells, small cells and micro-cells with different radios and frequency ranges – in an agile and cost-effective manner
  • It is more costly to manage and maintain, as there is less automation and more physical kit to support, requiring personnel to be sent out to remote sites
  • It is not very programmable to support the varied frequency, latency and bandwidth demands of different services.

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Moving to the open RAN: C-RAN, vRAN and open-RAN

There are now many distinct technologies and standards emerging in the radio access space that involve a shift away from traditional, proprietary radio hardware and network architectures, driven by single vendors, towards new, virtualised platforms and a more open vendor ecosystem.

We have adopted ‘the open RAN’ as an umbrella term which encompasses all of these technologies. Together, they are expected to make the RAN more cost effective and flexible. The three most important sub-components of the open RAN are C-RAN, vRAN and open-RAN.

Centralised RAN (C-RAN), also known as cloud RAN, involves distributing and centralising the baseband functionality across different telco edge, aggregation and core locations, and in the telco cloud, so that baseband processing for multiple sites can be carried out in different locations, nearer or further to the end user.

This enables more effective control and programming of capacity, latency, spectrum usage and service quality, including in support of 5G core-enabled technologies and services such as network slicing, URLLC, etc. In particular, baseband functionality can be split between more centralised sites (central baseband units – CU) and more distributed sites (distributed unit – DU) in much the same way, and for a similar purpose, as the split between centralised control planes and distributed user planes in the mobile core, as illustrated below:

Figure 2: Centralised RAN (C-RAN) architecture

Cloud RAN architecture

Source: STL Partners

Virtual RAN (vRAN) involves virtualising (and now also containerising) the BBU so that it is run as software on generic hardware (General Purpose Processing – GPP) platforms. This enables the baseband software and hardware, and even different components of them, to be supplied by different vendors.

Figure 3: Virtual RAN (vRAN) architecture

vRAN architecture

Source: STL Partners

Open-RAN – note the hyphenation – involves replacing the vendor-proprietary interfaces between the BBU and the RRU with open standards. This enables BBUs (and parts thereof) from one or multiple vendors to interoperate with radios from other vendors, resulting in a fully disaggregated RAN:

Figure 4: Open-RAN architecture

Open-RAN architecture

Source: STL Partners

 

RAN terminology: clearing up confusion

You will have noticed that the technologies above have similar-sounding names and overlapping definitions. To add to potential confusion, they are often deployed together.

Figure 5: The open RAN Venn – How C-RAN, vRAN and open-RAN fit together

Open-RAN venn: open-RAN inside vRAN inside C-RAN

Source: STL Partners

As the above diagram illustrates, all forms of the open RAN involve C-RAN, but only a subset of C-RAN involves virtualisation of the baseband function (vRAN); and only a subset of vRAN involves disaggregation of the BBU and RRU (open-RAN).

To help eliminate ambiguity we are adopting the typographical convention ‘open-RAN’ to convey the narrower meaning: disaggregation of the BBU and RRU facilitated by open interfaces. Similarly, where we are dealing with deployments or architectures that involve vRAN and / or cloud RAN but not open-RAN in the narrower sense, we refer to those examples as ‘vRAN’ or ‘C-RAN’ as appropriate.

In the coming pages, we will investigate why open RAN matters, what telcos are doing about it – and what they should do next.

Table of contents

  • Executive summary
  • What is the open RAN and why does it matter?
    • Legacy RAN: single-vendor and inflexible
    • The open RAN: disaggregated and flexible
    • Terminology, initiatives & standards: clearing up confusion
  • What are the opportunities for open RAN?
    • Deployment in macro networks
    • Deployment in greenfield networks
    • Deployment in geographically-dispersed/under-served areas
    • Deployment to support consolidation of radio generations
    • Deployment to support capacity and coverage build-out
    • Deployment to support private and neutral host networks
  • How have operators deployed open RAN?
    • What are the operators doing?
    • How successful have deployments been?
  • How are vendors approaching open RAN?
    • Challenger RAN vendors: pushing for a revolution
    • Incumbent RAN vendors: resisting the open RAN
    • Are incumbent vendors taking the right approach?
  • How should operators do open RAN?
    • Step 1: Define the roadmap
    • Step 2: Implement
    • Step 3: Measure success
  • Conclusions
    • What next?

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5G: Bridging hype, reality and future promises

The 5G situation seems paradoxical

People in China and South Korea are buying 5G phones by the million, far more than initially expected, yet many western telcos are moving cautiously. Will your company also find demand? What’s the smart strategy while uncertainty remains? What actions are needed to lead in the 5G era? What questions must be answered?

New data requires new thinking. STL Partners 5G strategies: Lessons from the early movers presented the situation in late 2019, and in What will make or break 5G growth? we outlined the key drivers and inhibitors for 5G growth. This follow on report addresses what needs to happen next.

The report is informed by talks with executives of over three dozen companies and email contacts with many more, including 21 of the first 24 telcos who have deployed. This report covers considerations for the next three years (2020–2023) based on what we know today.

“Seize the 5G opportunity” says Ke Ruiwen, Chairman, China Telecom, and Chinese reports claimed 14 million sales by the end of 2019. Korea announced two million subscribers in July 2019 and by December 2019 approached five million. By early 2020, The Korean carriers were confident 30% of the market will be using 5G by the end of 2020. In the US, Verizon is selling 5G phones even in areas without 5G services,  With nine phone makers looking for market share, the price in China is US$285–$500 and falling, so the handset price barrier seems to be coming down fast.

Yet in many other markets, operators progress is significantly more tentative. So what is going on, and what should you do about it?

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5G technology works OK

22 of the first 24 operators to deploy are using mid-band radio frequencies.

Vodafone UK claims “5G will work at average speeds of 150–200 Mbps.” Speeds are typically 100 to 500 Mbps, rarely a gigabit. Latency is about 30 milliseconds, only about a third better than decent 4G. Mid-band reach is excellent. Sprint has demonstrated that simply upgrading existing base stations can provide substantial coverage.

5G has a draft business case now: people want to buy 5G phones. New use cases are mostly years away but the prospect of better mobile broadband is winning customers. The costs of radios, backhaul, and core are falling as five system vendors – Ericsson, Huawei, Nokia, Samsung, and ZTE – fight for market share. They’ve shipped over 600,000 radios. Many newcomers are gaining traction, for example Altiostar won a large contract from Rakuten and Mavenir is in trials with DT.

The high cost of 5G networks is an outdated myth. DT, Orange, Verizon, and AT&T are building 5G while cutting or keeping capex flat. Sprint’s results suggest a smart build can quickly reach half the country without a large increase in capital spending. Instead, the issue for operators is that it requires new spending with uncertain returns.

The technology works, mostly. Mid-band is performing as expected, with typical speeds of 100–500Mbps outdoors, though indoor performance is less clear yet. mmWave indoor is badly degraded. Some SDN, NFV, and other tools for automation have reached the field. However, 5G upstream is in limited use. Many carriers are combining 5G downstream with 4G upstream for now. However, each base station currently requires much more power than 4G bases, which leads to high opex. Dynamic spectrum sharing, which allows 5G to share unneeded 4G spectrum, is still in test. Many features of SDN and NFV are not yet ready.

So what should companies do? The next sections review go-to-market lessons, status on forward-looking applications, and technical considerations.

Early go-to-market lessons

Don’t oversell 5G

The continuing publicity for 5G is proving powerful, but variable. Because some customers are already convinced they want 5G, marketing and advertising do not always need to emphasise the value of 5G. For those customers, make clear why your company’s offering is the best compared to rivals’. However, the draw of 5G is not universal. Many remain sceptical, especially if their past experience with 4G has been lacklustre. They – and also a minority swayed by alarmist anti-5G rhetoric – will need far more nuanced and persuasive marketing.

Operators should be wary of overclaiming. 5G speed, although impressive, currently has few practical applications that don’t already work well over decent 4G. Fixed home broadband is a possible exception here. As the objective advantages of 5G in the near future are likely to be limited, operators should not hype features that are unrealistic today, no matter how glamorous. If you don’t have concrete selling propositions, do image advertising or use happy customer testimonials.

Table of Contents

  • Executive Summary
  • Introduction
    • 5G technology works OK
  • Early go-to-market lessons
    • Don’t oversell 5G
    • Price to match the experience
    • Deliver a valuable product
    • Concerns about new competition
    • Prepare for possible demand increases
    • The interdependencies of edge and 5G
  • Potential new applications
    • Large now and likely to grow in the 5G era
    • Near-term applications with possible major impact for 5G
    • Mid- and long-term 5G demand drivers
  • Technology choices, in summary
    • Backhaul and transport networks
    • When will 5G SA cores be needed (or available)?
    • 5G security? Nothing is perfect
    • Telco cloud: NFV, SDN, cloud native cores, and beyond
    • AI and automation in 5G
    • Power and heat

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$1.4tn of benefits in 2030: 5G’s impact on industry verticals

Understanding the 5G opportunity in other industries

The aim of this report is to highlight the impact that 5G will have on global GDP between 2020 and 2030. To do this, we have focused on eight industries where we feel 5G will have the largest impact. Often when 5G is discussed, the focus is on the impact it will have on the consumer market. Here, we argue that 5G will unlock significant new revenue opportunities in the enterprise space, enabling innovative use cases that are currently impossible to scale commercially (with existing technologies).

Insight from this report is explored further in the following publications:

The document was researched and written independently by STL Partners, supported by Huawei. STL’s conclusions are entirely independent and built on ongoing research into the future of telecoms. STL Partners has written widely on the topic of 5G, including a recent two-part series into the short- and long-term opportunities unlocked by 5G, and lessons that can be learnt from early movers.

Comparing apples with apples: How to compare nascent 5G with established 4G

If you compare the technological specifications for 3GPP release 14 and 3GPP release 15 (the first 5G release), you might be underwhelmed. Despite the hype that 5G will be transformative, it does not appear to be delivering much more than incremental increases in speed and reliability. But, of course, 4G is now a mature form of connectivity (having been in-life for 6+ years) whereas 5G is still nascent.

To compare apples with apples, it makes sense to compare 5G release 16, where capabilities such as ultra-reliable low-latency and network slicing are being added, with LTE today.

Mature 5G benchmarked against the capabilities of mature 4G

Mature 5G benchmarked against mature 4G

Source: ITU, Nokia, ublox, gps world

Of course, these figures represent a best-case scenario occurring in a laboratory environment. This is true for both the 4G and 5G numbers. It’s also true that, in reality, it will take time before we see commercialised rollout of enhanced mobile broadband (“pure 5G”) rather than enhanced mobile broadband with 4G fall-back alongside fixed wireless access. Despite this, these figures make clear that when 5G reaches maturity, it will far outstrip the capabilities of 4G, and unlock new use cases.

Our assumption is that by 2025 5G technology will be mature, enabling massive M2M / IoT use cases as well as those that require ultra-reliable low-latency communications. Several of the 5G use cases we’ll go on to explore in more detail are reliant on this technology, so it is important to acknowledge that their commercialisation is only likely to start from around 2023 and in many markets they still won’t be fully deployed in 2030.

It’s not all about LTE: 5G must be compared to all available technology

Mobile is not the only form of connectivity used by enterprises. Plenty of industries are also making use of Wi-Fi, LPWAN, Zigbee, Bluetooth and fixed connectivity as part of their overall connectivity solution. When 5G is rolled out, in some cases, it will need to integrate with these existing technologies rather than replace them. The table below summarises some of the key benefits and shortcomings of current technologies, including highlighting the sorts of situations in which industries are making use of them.

Current technologies will not be entirely replaced by 5G, but it can address some of they key shortcomings

current technologies will not be entirely replaced by 5G, but it can address some of their key shortcomings

There are clear scenarios where 5G will be superior to existing technologies and bring significant benefits to industrial users. Ultimately, in particular, 5G will enable:

  1. Low latency and high bandwidth requirements for wireless connectivity
  2. Massive IoT through ability to handle high cell density
  3. Ultra-reliable and secure connectivity.

Table of Contents

  • Preface
  • Executive Summary
    • 5G enabled solutions are estimated to add c.$1.4 trillion to global GDP in 2030
    • Operators must embrace new business models to unlock significant revenues with 5G
    • Recommendations for operators: how to capitalise on the 5G opportunity
  • Introduction
    • Background
    • Comparing apples with apples: how to compare nascent 5G with established 4G
    • It’s not all about LTE: 5G must be compared to all available technology
    • 5G deployment: 5G will mature over the next ten years
  • 5G will add more than $1.4 trillion to the global economy by 2030
  • Mobile network operator strategic options with 5G
    • 5G alone will not change the game for operators
    • Strategic options for operators to add more value with 5G
  • 5G-enabled digital transformation in healthcare
    • Example 5G use case: Remote patient monitoring
    • Implications for telcos
  • 5G-enabled digital transformation in manufacturing
    • 5G can create $740bn in additional GDP by 2030
    • Example 5G use case: Advanced predictive maintenance
    • Implications for telcos
  • Conclusions for operators: how to capitalise on the 5G opportunity

Table of Figures

  • Figure 1: Mature 5G benchmarked against the capabilities of mature 4G
  • Figure 2: Current technologies will not be entirely replaced by 5G, but it can address some of their key shortcomings
  • Figure 3: Forecast of 5G deployment in major regions
  • Figure 4: Responses from industry surveys
  • Figure 5: 5G will contribute ~$1.4 trillion to global GDP by 2030
  • Figure 6: Manufacturing, energy & extractives and media, sports & entertainment industries will see the largest upticks to their industry thanks to 5G use cases
  • Figure 7: In 2030, manufacturing and construction will be the largest industry sectors (in 2030)
  • Figure 8: High income countries will see almost 75% of the benefit of 5G in 2025, but the share is more even across all geographies by 2030
  • Figure 9: 4G rollout did not produce sustainable revenue increase
  • Figure 10: What should telcos’ role be in 5G B2B?
  • Figure 11: As telcos move beyond just connectivity, they can increase their share of the wallet
  • Figure 12: Telcos must focus efforts in specific verticals – some are already doing this
  • Figure 13: Global impact of 5G on healthcare across four key contact points
  • Figure 14: Remote patient monitoring enables wearables to send data about the patient to the hospital for monitoring
  • Figure 15: Estimated impact of 5G-enabled remote patient monitoring
  • Figure 16: The potential roles for telcos can within healthcare
  • Figure 17: The TELUS Health Exchange as a point of coordination
  • Figure 18: There is opportunity for telcos’ to play multiple roles higher up the value chain in healthcare
  • Figure 19: Estimated impact of 5G on manufacturing GDP (USD Billions) by use case
  • Figure 20: Advanced predictive maintenance enables many sensors to send data about machinery for monitoring and optimisation

Consumer Wi-Fi: Faster, smarter and near-impossible to replace

Introduction

This briefing, part of the Network Futures and (Re-)Connecting with Consumers research streams examines the connectivity and network options for the home – especially looking at the role of Wi-Fi (and its newest evolution, Wi-Fi 6) within the home and other consumer spaces, as a platform for connecting smartphones, PCs, IoT devices, and entertainment/media systems.

It build on the report exploring how telcos could play a coordination role in the smart home market in January 2019 (Can telcos create a compelling smart home?) with a focus on security and remote-management of assets in the home.

This report focuses primarily on developed markets (and China) in which most homes have a fixed-line connection. In developing countries where fixed-lines are scarce, Wi-Fi also plays an important background role, albeit within the constraints imposed by the more limited bandwidth available via cellular or fixed wireless connections to the Internet.

In developed markets, homes now commonly have between five and 20 Wi-Fi enabled endpoints. 

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Wi-Fi is a core consumer service

As discussed in this report, STL does not believe that 5G poses any general threat to the dominant use of Wi-Fi in homes. This document does not look in depth at trends in either enterprise Wi-Fi, or public hotspots – although in the latter case, cellular substitution is more of a genuine issue.

For the residential consumer market, readers should first be aware that Wi-Fi remains incredibly important even for “non-smart” homes. It is important to look at this space through the lens of normal broadband and ISP service delivery, even without connecting new consumer products and services. A sizeable part of both broadband customer satisfaction, and complaints/support issues stems from the quality and manageability of residential Wi-Fi.

This year is the 20th anniversary of consumer Wi-Fi, kickstarted by Apple’s introduction of the AirPort access-point (AP) in 1999. Since then, Wi-Fi has grown to encompass over 30 billion cumulative shipped devices, notably including virtually every PC and phone in use today. Over four billion Wi-Fi products are shipped annually, with over 13 billion in regular use.[1] It has evolved in speed, features and maturity – and is often seen by consumers as being synonymous with Internet connectivity itself.

It’s also about to evolve, encompassing a set of changes into a new packaged specification named ‘Wi-Fi 6’.

While a large part of Wi-Fi’s early success can be attributed to its use in enterprises, or through “hotspots” in public spaces like cafes and hotels, the real core of its adoption has been for residential use. The bulk of Internet access delivered in-home travels its last few metres over Wi-Fi – even for products like televisions. Many notebook PCs no longer have an Ethernet port for a wired connection.

Wi-Fi has a huge economic impact for users, SPs and industry

Chart showing the global value of Wi-Fi at the advent of Wi-Fi 6
The global value of Wi-Fi at the advent of Wi-Fi 6

Source: Wi-Fi Alliance, ValueOfWiFi.com

Telcos and Wi-Fi

While telcos have always been wary of Wi-Fi’s substitutional role vs. cellular in public spaces, within the home the majority of operators view it as a huge positive – and even a source of new revenue and differentiation.

All fixed/cable operators are advocates of home Wi-Fi, as it allows more data usage, from more devices, increasing the value of both Internet connectivity and “on-network” services such as IPTV and IP-based PSTN telephony. As this report discusses, Wi-Fi (sometimes combined with Bluetooth or other short-range wireless technologies) can help telcos connect new IoT systems and participate in their ecosystems, such as eHealth, smart metering, security and more. Some operators are directly monetising “premium Wi-Fi” products or using them to encourage customers to upgrade to higher-ARPU bundles.

While mobile operators sometimes dislike third-party Wi-Fi for its ability to “break out” data locally, rather than routing traffic through their cores (and billing engines), they nevertheless appreciate its ability to support Wi-Fi calling to extend voice telephony to rooms lacking good coverage. They also usually like the (network-driven or user-initiated) means to offload wireless data, that could be expensive to serve to users through walls from outdoor macro cell-sites. With 5G, this comes even further to the fore, as most of the early spectrum bands, such as 3.5GHz or 24-28GHz, will struggle with in-building penetration. We can also expect the majority of fixed-wireless access 5G to marry an external- (or window-) mounted antenna to an indoor Wi-Fi AP for final connection to most devices.

About half of all IP traffic across all devices is delivered via Wi-Fi

PrChart showing proportion of telecoms traffic delivered by Wi-Fi forecast 2019 to 2022
Proportion of telecoms traffic delivered by Wi-Fi forecast 2019 to 2022

*Wireless traffic includes Wi-Fi and mobile. Source: Cisco VNI Global IP Traffic Forecast, 2017-2022

In the rest of this report we discuss telcos’ love/hate relationship with Wi-Fi, including why the newest generation is a game changer for smart homes and the technology’s relationship with 4G/5G and IoT.

Contents:

  • Executive Summary
  • Introduction
  • Part of the broader battle for home/consumer services
  • Unlicensed spectrum – why it matters
  • What’s in a name? Why WiFi 6 is important
  • Wi-Fi and telcos: A complex relationship
  • Telco residential Wi-Fi evangelists
  • Wi-Fi technology evolution
  • Whole-home Wi-Fi: A game-changer
  • New revenue for telcos?
  • Is Wi-Fi threatened by 4G/5G?
  • Wi-Fi and IoT
  • Competition vs. Bluetooth, Zigbee & Z-Wave
  • Competition vs. cellular and LPWA?
  • The vendor / internet space
  • Arrival of the major technology firms
  • Beyond connectivity: New use-cases for Wi-Fi
  • Conclusions and recommendations
  • Recommendations for fixed and cable operators / ISPs
  • Recommendations for mobile operators
  • Recommendations for regulators and policymakers

Figures:

  1. Consumer Wi-Fi is a new control-point for smart home connections
  2. Wi-Fi has a huge economic impact for users, SPs and industry
  3. About half of all IP traffic, across all devices is delivered via Wi-Fi
  4. Simpler, more consumer-friendly branding for Wi-Fi
  5. What’s new with Wi-Fi 6 / 802.11ax?
  6. Wi-Fi is a double-edged sword for telcos; better for fixed ISPs than MNOs
  7. There are multiple determinants of good home broadband experience
  8. Some broadband operators market their service based on Wi-Fi performance
  9. MU-MIMO enables gigabit speeds for Wi-Fi
  10. Wi-Fi companion apps are becoming commonplace
  11. Mesh networks can provide a connectivity backbone for smart homes
  12. In-home Wi-Fi boosters or mesh improve satisfaction significantly
  13. KPN’s Wi-Fi tuner app enables optimal coverage & performance
  14. Some telcos & ISPs are using mesh Wi-Fi to offer QoS/coverage guarantees
  15. Whole-home Wi-Fi offers better indoor awareness than cellular
  16. Huawei’s 5G home FWA blends an outdoor mmWave unit with indoor Wi-Fi
  17. Consumer Wi-Fi is a new control-point for smart home connections
  18. Wi-Fi silicon specialists sometimes work directly with telcos
  19. Software, cloud and security capabilities are likely to be exploited by CSP Wi-Fi in future
  20. Motion-detection is one of the most intriguing future Wi-Fi capabilities
  21. Wi-Fi plus voice integration will accelerate with the Amazon/eero acquisition

[1] Source: Wi-Fi Alliance

Keywords, companies and technologies referenced: Wi-Fi 6, 5G, cellular, fixed wireless access (FWA), KPN, BT,  Blutooth, Zigbee, LPWA, IoT, smart home, Amazon, Cisco, Apple.

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