NOTE: Free essay sample provided on this page should be used for references or sample purposes only. The sample essay is available to anyone, so any direct quoting without mentioning the source will be considered plagiarism by schools, colleges and universities that use plagiarism detection software. To get a completely brand-new, plagiarism-free essay, please use our essay writing service.
One click instant price quote
... is not seeking regulation of the Internet by Governments, we are seeking a fair, equitable and sustainable set of arrangements for international Internet connections. In working towards a better balance of international settlement arrangements between Australia and the rest of the world in both telephone and data traffic. Telstra recommends adopting a national coordinated approach to liberalization and overcoming anti-competitive behaviour in the area of international settlement arrangements. The Government should consider focussing its negotiating effort on encouraging international service competition, and adoption of cost-based interconnection rates. (Emmery, 2000). New technology is moving rapidly toward provision of higher bandwidths to meet this demand.
Demand for international bandwidth continues to grow rapidly and the international capacity used for data traffic now exceeds that for voice telephony. The trend towards large international telecommunication mergers and alliances is becoming a growing feature of the current market in that major companies tend to compete and grow by merger and acquisition. For the relatively small Australian market there are potentially strong implications from such concentration of market power, and this need to be understood and closely monitored. The pursuit of reforms at a government to government level both in relation to voice and Internet services will help provide the necessary flexibility through which commercial operators can reach the settlement arrangements which will allow price and service benefits for Australian consumers to be achieved. The international telecommunications services market is currently estimated to be valued at around US$ 100 b.
According to the ITU, international telephony revenue between 1990 to 1996 increased from US$ 42. 6 b to US$ 69 b. Traffic levels continue to grow rapidly. It was predicted that international telecommunications traffic will increase from 95 billion international minutes at present to 195 billion minutes in 2008. Data traffic is now additionally growing at a much faster rate than telephony. Telstra has historically played an active role in the provision of international telecommunications services. Through OTC and it successor, Telstra has pursued opportunities in the provision of international services to and from Australia and through offshore businesses.
The two major services provided by Telstra to and from Australia are international voice telephony and international Internet access. (Davin, 15 June 2001). Telstra has also established subsidiary businesses in the UK, New Zealand and Japan which compete directly in the international service provider business in these markets for the carriage of global telephony traffic and other services. Telstra's objectives in establishing these points of presence such as to provide the "foreign" ends of international services available in Australia so that Telstra can operate as an end-to-end service provider on these routes - this enables Telstra to reduce its costs of providing international services in Australia, introduce greater product differentiation and provide greater service quality and enhanced customer care on an end-to-end basis. It is also important to provide a greater scope of services across a greater range of countries for global customers of Telstra and to provide new revenue sources by allowing Telstra to gain new business in other countries. (Luttrell, 1997).
Australian domestic market liberalization has opened opportunities for many international telecommunications service providers to operate in the Australian market. In addition to the 28 Australian carriers there are currently 12 international carriers and global alliances operating from Australia These international organizations provide a wide variety of services, including domestic and international telephone, Internet and other data services and managed network services for corporate clients. A number of operating structures have been adopted for service provision in the Australian market. Some foreign carriers have acquired full or partial equity in Australian telecommunications companies such as OPTUS, AAPT, and Oz email. Several foreign carriers have established fully owned points of presence (POPs) in the major metropolitan centres for service to both retail and wholesale customers: MCI, WorldCom, RSL Com, Primus, World xChange, BT.
Some local operators have established their own operations. These operators, generally use the following means to carry international traffic: international leased circuits supplied by Australian operators. Traditionally, infrastructure for information technology has been driven by applications. Choose the programs with the best fit to the business plan and the best balance of cost, service and function - then build or retrofit the infrastructure to meet the new needs. Generally, the focus has been on today's technology, tomorrow's profit and the opportunities implied by the business plan. The idea of making an infrastructure "future-ready" goes against this standard way of operating.
By closely examining trends, possible scenarios and technology still on the horizon - and making good choices among today's infrastructure technologies - it should be possible to design and build an infrastructure with a robust architecture, intrinsic security features and lots of potential for integration. Much of the drive among businesses for future-ready infrastructure comes from bad experiences: projects that took too long to implement and came in over budget; systems that became obsolete before they were fully implemented; opportunities that were lost forever because a company's IT system was locked in the past. Businesses are also aware that they face new risks from their inability to access legacy applications as they move into e-business. They " ve heard of Web sites overwhelmed by their own successes and may have seen breakage because their own employees adopted new devices and applications faster than their IT shops could clear them through testing and review. (Dawkins, 26 April 2000).
The marketplace is aware of the tremendous changes that technology can create, but new technologies create new expectations. So what does future-ready mean in customer terms? Leading edge developers are just beginning to get some experience here, but some ideas are apparent: First, a future-ready infrastructure must be big enough for growing opportunities. We all know of instances where demand exceeded even optimistic projections, and visitors faced slowdowns and bottlenecks.
Second, a future-ready infrastructure must be fully leveraged. Most of the capacity and capability of the Web-connected IT systems in which businesses have invested goes to waste. It doesn't share data properly. Third, a future-ready infrastructure is flexible. Businesses want interoperability, standards and as many elements as possible to be modular. (Dawkins, 26 April 2000). The true value of a future-ready infrastructure can only be realized by an organization that has both the culture and the people who can take advantage of it.
In addition to making investments in advance of expressed market needs, companies must move beyond traditional business case analysis - proactively building and prototyping technologies before they are completely proven. They transform their companies into learning organizations, encouraging employees to keep their skills current and to scan continually for new trends in technology and in the market. While not everyone in the organization needs to adopt this tactic, there should be a critical mass of appreciated employees who are intrigued by what's next on the horizon and are flexible and innovative. (Dawkins, 26 April 2000). In today's difficult market, telecommunications carriers face the most daunting set of challenges they have ever faced. The traditional voice business has matured and no longer provides an engine for revenue growth, yet the much-hyped data market has not matured sufficiently to deliver continued growth.
Legacy infrastructure still limits the ability of most carriers to rapidly develop and deploy new services. For many carriers, customer satisfaction has declined dramatically. Furthermore, mounting debt and unfriendly capital markets have limited the ability of carriers to invest in new infrastructure. What practical steps can carriers take to weather this storm and effectively access new market opportunities? A major telecommunications company was faced with slowing revenue growth. The company was focused on ways to improve its cost structure, especially with regard to its cost center infrastructure, as personnel costs were exceptionally high.
Understanding that people, process, and technology are inextricably linked, the telecommunications company wanted to undergo a rigorous review of its existing contact center environment to create opportunities for cost savings and revenue growth. (Mortimer, June 1997). The key step for carriers is to systematically pursue transformational change based on a customer-centric vision of the business. Carriers must move far beyond the traditional customer relationship management models and systems and rethink their entire businesses with the customer at the center. By shifting from a technology or product-centric business model to a customer-centric model, carriers can access new markets, address customer dissatisfaction, and effectively move forward despite the difficult market conditions. Achieving this objective requires a customer-focused infrastructure that supports rapid product development and maximum flexibility.
Through targeted steps, carriers can begin today to build the capabilities and processes required to transform themselves into customer-centric businesses. (Emmery, 2000). Words: 2, 945 Bibliography: Baker, G. The Performance Record of Australian Manufacturing. Research Paper, 2000. Davin, H. Benefits from cutting tariffs limited: experts.
Canberra Times, 15 June 2001. Dawkins, P. Australia telecommunication infrastructure. Australian Financial Review, 26 April 2000, p. 8. Economic Planning Advisory Commission, Tariff reform and economic growth, Commission paper no. 10, February 1998. Emmery M.
Australian Manufacturing: A Brief History of Industry Policy and Trade Liberalisation. New York: Cooper Square Publishers, Inc. , 2000. Hettihewa and Sadeghi. Balance of payment Reports: Australian Industries.
Trade and Growth... New Theory and the Australian Experience, Allen & Unwin, 2000. Jonathan, K. Free trade report.
Australian Financial Review, 8 July 1999, p. 21. Luttrell, T. Free Trade or Protectionism? : Australia's History and the Arguments For and Against. New York: The Viking Press, 1997. Mortimer, D. Going for growth: business programs for investment, innovation and export, June 1997, p. 40.
Murphy, C. Tariffs: How Low Should We Go? Modelling the Impact of Tariff Changes. Research Paper No. 15, 1996 - 97, Department of the Parliamentary Library. Ritchie, T. 'Industry policy: who needs it', Reform, Autumn 1999 -Issue 1, p. 19.
Free research essays on topics related to: service provider, research paper, international telecommunications, revenue growth, end to end
Research essay sample on End To End Revenue Growth
