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Press Release - November 30, 2011

2011-11-29T23:35:25Z

Networking Technology Exec to Oversee Ongoing Success and Profitability of Client Projects Worldwide

PORTSMOUTH, NH -- November 30, 2011 -- Trade Wings, a global provider of network asset management services to the telecom industry, today announced the appointment of Dan McCarthy as director of global operations. Based in the U.S., Mr. McCarthy will assume overall responsibility for coordinating logistics, warehousing and system operations on client projects across North America, Europe and Asia-Pacific.

Prior to joining Trade Wings, Mr. McCarthy held a variety of senior operations positions at Digi International, a global leader in commercial-grade device networking products, including assignments in Germany and the U.S. Before Digi International, he led supply chain management teams for several networking technology startups, including Windata and Xyplex.

“With more than two decades of hands-on project management experience, Dan brings the skills required to maintain the level of outstanding client support and risk management we are known for,” said Michael Johnson, Chief Operating Officer at Trade Wings. “I am delighted to welcome him to the management team, further strengthening our operational capabilities as we address growing demand for our services in key regions.”

Through transparency and asset intelligence embodied in powerful project tools, Trade Wings helps telecom carriers achieve more profitable network upgrades and expansions. The company’s unique “Touch-Once” disposition methodology delivers a 2-3X return over traditional reverse logistics processes by enabling clients to quickly assess and optimally direct network material coming out of service for reuse, resale or recycling based on current and future demand.

“The ability to optimize clients’ financial results using intelligent analytics is a unique differentiator in an industry where the norm is to simply sell off material to the highest bidder regardless of its true worth, ability to generate revenue or regulatory constraints,” said Mr. McCarthy. “I am excited to work together with our global team and strategic partners to help carriers maximize the profitability and success of ongoing network upgrades and expansions in this dynamic model.”

About Trade Wings

Press Release - June 14, 2010

2010-06-14T12:49:58Z

PORTSMOUTH, NH – June 14, 2010 – Trade Wings, a global Reuse Optimization℠ technology, consulting and outsourcing partner to the largest Telecom manufacturers, carriers and operators, today announced that the company’s Chief Technology Officer, Ed Mitchell, will deliver a presentation on the intersection of technological innovation and sustainability to members of the Unites States Congress on Tuesday, June 15, 2010 as part of the Forum on U.S. Economic Competitiveness in Washington, D.C.

About Trade Wings

Press Release - May 28, 2010

2010-04-21T13:08:20Z

PORTSMOUTH, NH – MAY 28, 2010 – Trade Wings, a global Reuse Optimization technology, consulting and outsourcing partner to the largest Telecom manufacturers, carriers and operators, today announced that the company’s controller, Inessa Pidvysotski, has been accepted into the Massachusetts Institute of Technology’s (MIT) Sloan School of Management’s Fellows Program in Innovation and Global Leadership.

Recognized internationally for its cutting-edge research and educational curriculum, MIT’s Sloan School of Management is one the world’s leading business schools. The prestigious MIT Sloan Fellows Program in Innovation and Global Leadership, which was created in 2004, offers an intensive learning environment dedicated to strengthening the leadership skills of high-potential executives. Program participants, of which there are approximately 100 each year, represent a broad-cross section of organizations and industries from around the globe.

“Since joining Trade Wings in 2009, Inessa has had a tremendous impact on how our organization drives toward its strategic growth metrics,” said Todd Adelman, CEO and Founder of Trade Wings. “To be accepted into the MIT Sloan Fellows Program is quite an accomplishment and we are all delighted to see Inessa have the opportunity to take part in such a highly-regarded executive management program.”

Ms. Pidvysotski will continue to fulfill her duties as Corporate Controller at Trade Wings during the two-year program.

About Trade Wings

Press Release - April 6, 2010

2010-04-06T13:27:56Z

U.S. Small Business Administration Award Recognizes Revenue Growth, Product Innovation and Support for the Local Community

PORTSMOUTH, NH – APRIL 6, 2010 – Trade Wings, a global Reuse Optimization technology, consulting and outsourcing partner to the largest Telecom manufacturers, carriers and operators, today announced that the company’s CEO and Founder, Todd Adelman, has been named the 2010 New Hampshire State Small Business Person of the Year by the U.S. Small Business Administration (SBA). One of the most prestigious honors of its kind, SBA award recipients are chosen based on criteria such as sustained business growth, product innovation and contribution to the local community.

Within the Telecom industry, persistent pressure to manage carrier networks cost-efficiently and satisfy skyrocketing service delivery demands has created opportunities to advance network asset reuse strategies that lower capital expense to revenue ratios for global OEMs and carriers, while addressing issues of environmental stewardship. Through Adelman’s vision and leadership, Trade Wings has quickly established itself as a trusted authority on developing reuse strategies for maximizing the revenue potential of network assets in customers’ service and supply chains. With offices and warehouse facilities across the globe, today Trade Wings’ customers include 15 of the top 25 Telecom companies.

“To be recognized by the SBA with this tremendous honor wouldn’t be possible without the enthusiasm and dedication that Trade Wings’ employees bring to the business on a daily basis,” said Adelman. “The months and years ahead will bring unprecedented changes to both wireless and wireline network infrastructure, and we believe we possess the on-staff expertise and sophisticated solutions necessary to help carriers and OEMs ensure their valuable network assets are put to highest and best use.”

The 53 Small Business Award winners, representing each state, plus the District of Columbia, Puerto Rico/U.S. Virgin Islands and Guam – will be honored during the SBA’s National Small Business Week, May 23-25, 2010 in Washington, D.C.

About Trade Wings

Press Release - March 17, 2010

2010-03-17T14:24:36Z

PORTSMOUTH, NH – March 17, 2010 – Trade Wings, a global Reuse Optimization technology, consulting and outsourcing partner to the largest Telecom manufacturers, carriers and operators, today announced the expansion of its senior management team, further strengthening its ability to deliver innovative products and services for network asset reuse, and capitalize on rapidly emerging global opportunities.

The company has appointed Ed Mitchell as Chief Technology Officer, Lisa Clark as Chief Customer Officer and Vice President of Marketing, Jonathan Dalton as Senior Vice President of Worldwide Sales and Business Development, and Bob Tucker as Global IT Director.

“Pressure on Telecom carriers and OEMs to innovate current business practices to ensure service delivery and fuel new revenue streams is creating tremendous opportunities for our Reuse Optimization frameworks,” said Todd Adelman, CEO and Founder of Trade Wings. “We’re delighted to welcome Ed, Lisa, Jon and Bob to our team. With the addition of these talented individuals, we’ve assembled a leadership team with the expertise and diversified skills necessary to help our organization achieve its strategic corporate and client service objectives.”

Ed Mitchell, Chief Technology Officer: Ed possesses more than 30 years of experience in the Telecom industry, delivering innovative technology solutions to global carriers and OEMs. As a co-founder of Granite Systems, Ed led the development of the inventory and service resource management product suite, now deployed by more than 50 carriers worldwide. Following the acquisition by Telcordia Technologies, Ed served as CTO of the company’s NextGen Systems business unit. Before joining Trade Wings, Ed was a partner at Cane Systems, a Telecom consulting firm dedicated to the implementation and integration of Operations Support System (OSS) solutions.

Lisa Clark, Chief Customer Officer and Vice President of Marketing: With nearly 20 years of experience in competitive, high-tech industries, Lisa has established a proven track record for developing and executing impactful, strategic initiatives that build market share, fuel global expansion and increase corporate and customer profitability. Previously, Lisa held senior leadership positions with Bottomline Technologies, Centra Software and Avid Technology, playing an instrumental role in helping these global technology companies establish market leadership and revenue growth within Fortune 1000 accounts.

Jonathan Dalton, Senior Vice President of Worldwide Sales and Business Development: Having worked closely with large, multi-national corporations throughout his career, Jon brings to Trade Wings 15 years’ experience in enterprise relationship management and sales. His unique understanding of the challenges brought about by globalization has allowed him to identify solutions that generate consistent, long-term value for clients. Jon joined Trade Wings from Bottomline Technologies where he served as Director of Sales, establishing and sustaining highly successful and profitable relationships with some of the world’s largest banks and financial institutions. Prior to this, Jon was a Sergeant in the United States Marine Corps.

Bob Tucker, Global IT Director: Throughout his nearly 20-year career, Bob’s technical expertise and extensive understanding of complex infrastructure requirements have helped ensure IT’s alignment with strategic corporate objectives. As a result, IT initiatives under his direction have quickly emerged as significant factors in supporting global growth and client service. Most recently, Bob served as Director of IT at Certified Parts Warehouse, a provider of aftermarket supply chain services for electronic equipment. Previously, Bob oversaw the day-to-day management of global systems for Bauer Hockey.

About Trade Wings

Can you really manage your supply chain with excel spreadsheets?

2012-08-10T20:01:38Z

It is surprisingly often that I talk with an operations manager or executive who has a inventory project that they just want to get off the books- one way or another. Many times, when I ask them for some information about the assets they want to dispose of, or the "stuff', they begrudgingly turn to someone and ask, "Who has the latest spreadsheet report on that?" I know that all they really want to know is what they have (asset visibility), does someone in the company need it (asset intelligence), what is the risk for keeping it or selling it (risk management) and what is it worth if we do need to just sell it (market value)?

3 Crucial Elements to Consider for a Lean Supply Chain Management Solution

Supply chain visibility- does the solution provide comprehensive visibility - if not, you'll be no better off than with spreadsheets.
Integrated supply chain management- can you connect multiple groups within an organization (i.e. from planning and operations down to supply chain and procurement)
Global supply chain management- can you extend that visibility to the outside world (i.e. preferred vendors) to increase the speed with which you execute secondary market activities from asset recovery to recycling?

A lean supply chain strategy and execution requires a repeatable process that integrates into your business practices. The problem many run into is that the solutions available doesn't fit with their current organizational needs. Another ERP system is too much, but the alternative of brokers and spreadsheets is not enough.

When there is a bottomline number at risk (OPEX or CAPEX), are you able to make crucial risk management decisions quickly? Or is your asset intelligence only as accurate and fast as the latest spreadsheet update? Do you struggle with finding a scalable, hosted and sustainable supply chain management system?

Is there a better strategic asset management solution that ensures accuracy, efficiency and enables better decision making?

The Ian’s Attic Concept for Asset and Inventory Management

2012-07-30T14:10:31Z

Reverse Supply Chain Management

Making business operations cost effective and environmentally friendly is a win-win for any business who needs to figure out where all the parts they use need to go. It really comes down to 3 questions:

Can someone make this stuff go away?
Can someone tell me what it’s worth?
Can someone tell me what my options are (Reuse, Resell, Recycle)?

The idea of “Ian’s Attic” came from my own experience of managing the current status of the endless piles of clothes that accumulate in our home attic from our 4 kids. Every spring and fall my wife and I would pull down all of the clothes from the attic and try to figure out:

what could be reused by the original owner [Reuse]
what could be a hand-me-down to a younger sibling [Resell]
what needed to be passed on to goodwill. [Recycle]

Like our customer's asset management challenges, the factors that helped drive these decisions for the three categories varied. Did they still fit for starters? Did they still like the style? Did the hand-me-down receiver like the style? Was there a multi-year gap between what could be passed down as a hand-me-down?

These questions started to make me realize why people ignore the problem and just buy new all the time (while their attic filled up with old clothes). The fact is its hard work that asset management planning and execution requires thought and planning.

My wife and I came up with a clothes bin system which put the clothes into 3 categories.

Can we reuse it? (Which of our kids could wear this again?)
Could we resell it? (Could we recoup some of the costs through a consignment shop?)
Should we just recycle it? (Let's donate it to goodwill, get the tax deduction and get it out of our attic so we can put something else there that we will need later).

I started to think about all of the personnel who deal with this problem on a much larger scale than my attic. From operations to accounting to procurement and purchasing, the tedious task of asset management is not their main job task but they are responsible for the storage costs and the value losses of the stuff they hold onto. Understanding their pain, if I had a tool to maintain my attic stuff so nothing is held onto longer than it should I would be more inclined to use it, since I have many other things to worry about.

Looking at the clothes I find myself asking the same questions our clients do:

You know that you have an attic full of stuff, but who knows what it's worth or who would even want to buy it? How do you find them? How do you handle the transaction? How do you get it to them?

What if you just had to enter it into a software system and it figured all that out for you? Then it connected you to a buyer? How much easier would that be?

Or maybe you just have an overwhelming attic full of stuff and not enough time in the day to address it. What if someone could come in and do it for you in half the time, using the same tools that you can later do yourself if you want to? What if that same person even showed you how to do it yourself easily using the same tools they do?

What if you could cut out the middle man brokers and go direct? How would that change the way you managed your inventory? What would it do to your cash flow? Your internal team productivity?

What if finding the specific part you or your channel partner needed was as easy as a search?

Photo Credit: psfk.com

Not Dead…Yet

2011-09-01T18:49:56Z

Today’s online Wall Street Journal has a great graphic outlining the history of U.S. telecom consolidation, and how the top 5 carriers came to be who they are. In particular, it paths AT&T's complicated landscape of mergers, acquisitions and divestitures that gave birth to the whole tangled web (remarkably similar to a NYC subway map!)

Despite recent action by the US Department of Justice threatening to block the merger between AT&T and T-Mobile USA, the deal is not dead…yet. It’s just so dangerously close to changing the competitive landscape forever.

Says the DoJ, the transaction could lessen competition for wireless services, resulting in higher prices, lower quality, fewer choices and fewer innovative products for millions of consumers nationwide.

Back in March, I posted a blog here discussing how if the deal went through, the US market would dwindle to just 3 big players as (smaller) deals seemed to flow fast and furious. At the end of the day, AT&T needs this deal to happen to address a capacity crisis led by the explosion of data-hungry smartphones. Networks are virtually choking on data, and adding T-Mobile’s network would fix this…at least temporarily. But truth is every carrier is experiencing the same shortages, and with fewer and fewer networks to acquire, today’s DoJ action may be the catalyst that finally forces the industry to have another look at addressing the load.

Sold to the Highest Bidder!

2011-08-23T16:09:56Z

Among the 100 or so telecom executives I’ve spoken with over the past few months, there appears to be little appetite for retaining de-installed network assets longer than required – and justifiably so. Decommissioned material sitting idle in warehouses consumes precious space and resources, and depreciates in value with each passing day.

For many, the fastest remedy for off-setting the logistical burden and rapid decline in value of excess equipment is to simply sell entire lots of equipment to the highest bidder. Rarely – if ever – does this approach yield true market value nor does it lend itself to the potential for reuse of select assets within network operations.

In an industry as dynamic and competitive as telecom, go-forward asset disposition and investment recovery strategies must aggressively push aside convenience in favor of approaches better suited to achieving service delivery objectives and cost reduction. While many carriers are pre-disposed to selling excess material for what amounts to pennies on the pound, reuse strategies such as the one employed by Telenor Norway, are proven to increase financial benefit and cash returns by 2-3X. And in the process, drive the sort of operational efficiency and cost reductions these executives truly seek.

Trade Wings @15

2011-08-19T13:18:08Z

Looking back from today -- our 15th anniversary -- Trade Wings’ commitment to delivering customer value has truly transformed its mission. Between 1996, when the company was founded, through 2007, Trade Wings’ core business was sourcing hard-to-find technology components such as semi-conductors. But as the pace of change within the Telecom industry accelerated – and in the face of a challenging economy – we realized that by applying Trade Wings’ expertise to help carriers and OEMs understand the strategic importance of asset visibility for more intelligent reuse/resale/recycling decisions, the company could forge deeper, more profitable client relationships.

The results? Since evolving the company’s strategic focus, Trade Wings has grown considerably. In fact, a significant percentage of our annual revenues are now derived from sources that didn’t exist prior to 2009. At the same time, the company has become a truly global organization, opening offices around the world to facilitate material flows for some of the world’s largest Telecom providers. With momentum for our solutions increasing, I have only Trade Wings’ outstanding employees to thank for their vision and tremendous commitment to our customers everywhere.

As the Conversations Continue…

2011-06-08T16:53:06Z

We are seeing the beginning of the Reuse Markets. Early adopters. The “out of the box”, “I know this is the right thing to do” individuals are managing excess inventory by spreadsheet as best they can (mixed versions, bad data), and then trading some material on these lists with the one person at the nearest other facility that suffers with the same psychological profile.

The profile?....they are at the point in their careers where the waste is making them crazy.

It is happening.

It is growing.

It is ad-hoc.

It is anything but efficient.

It stops during vacation.

It is not systematized.

But it grows. And grows.

It makes sense.

People have been watching layoffs and belt tightening everywhere. There is a sense of urgency. Thoughtful urgency. They see the waste. Most are not thinking that Opex and capex numbers can be significantly impacted, or that cash generation and asset velocity will grow. They are mostly thinking “this waste is stupid. If I don’t help fix it, my job is next”. They see real money to be saved by the company that employs them.

We often wonder why C-level management aren't more aggressively tasking teams to implement tools globally in support of these savings. P&L turf conflict still trumps vision. We are definitely in the early adopter stage and we are thrilled to be working with some great and early thinkers in this industry. Let the awards keep coming to our customers.

Whose Job it is to Save Millions?

2011-05-19T11:55:25Z

As I listen daily to the challenges of telecom executives around the globe, I can’t help but wonder who in the organization ultimately owns the responsibility or “problem” of driving the sort of measurable change that can reduce waste and save millions?

For starters, there are the sustainability teams, yet many of these continue to function in silos apart from core operating teams making change difficult, if not impossible. There’s finance, but the natural predisposition is to move assets out of the business as they come out of service, regardless of their quality, condition or ability to service internal needs. Then there are the supply chain/procurement people who work so diligently to source lowest cost solutions, yet have no mechanism for sourcing within their own excess before heading out to the open market and repair partners for the best price.

By seeking “change” I don’t mean disruptive processes, systems or restructuring, I’m merely talking about a new way of thinking – the thought that you could employ your own excess and decommissioned inventories for the purpose of instantly fulfilling internal equipment demands, if only you had an easy way to load it, see it and “socialize” it across the organization. Automating the relationship between supply and demand lists through services like Re:, for example, supply teams can easily refactor the most critical material back into the service chain as replacements and spares (instead of buying new), finance can resell marketable items no longer needed at greater than scrap value, and the sustainability folks can rest assured that the company is doing everything possible to reduce waste.

So whose job is it? You could say everybody, but in the end it’s the executive who wants to save millions, reduce risk and achieve results without disrupting the business. Could that be you?

Telenor’s Award-Winning Reuse Strategy

2011-05-15T22:39:05Z

For weeks our whole team has been busy responding to inquiries, taking in RFPs, building new products and servicing customers around the globe. And for good reason.

Since our last post, some exciting events have transpired for early adopters of Trade Wings’ telecommunications Reuse Cloud. Within the past three weeks alone, our reuse project with Telenor Norway was recognized by the editors of not one, but two leading business publications for its unique approach to extending the financial and sustainability gains of the operator’s nationwide 4G upgrade, which will displace nearly 10,000 operational base stations, and otherwise result in 1.5 tons of e-waste.

On Earth Day, April 22, InfoWorld bestowed its prestigious Green 15 award on Telenor, recognizing their reuse program among this year’s top 15 most innovative IT initiatives. Just one week later, the editors of Supply & Demand Chain Executive magazine named the same reuse program among the world’s top 100 outstanding supply chain projects, measured by ease of implementation and financial returns.

After a very short ramp up, Telenor's program has delivered millions in savings and reuse revenues in the first four months alone, and significantly reduced waste. It's a business story so compelling that Norway’s leading financial daily, Dagen Naeringsliv, featured it in a recent story. And, it's a story that will be replicated over and over again as we continue to make closed loop supply chain strategies a reality for more telecom OEMs and carriers.

When Giants Dance

2011-03-21T20:41:41Z

Just one day before the start of CTIA in Orlando, the news of a merger between AT&T and T-Mobile U.S. comes as quite a surprise considering until this moment the headlines had the Deutsche Telekom division all but rebadged as Sprint. Either way, the wave of market consolidation continues, and if AT&T succeeds, the U.S. wireless market will be reduced to three primary players: AT&T, Verizon and Sprint.

For sure, the post-3G scenario of M&A is upon us, with the worldwide telecom industry already on pace to have another busy year. For deals that do go forward, consolidation will bring inevitable changes in personnel, technology and data management that can negatively affect the financial upside of any combination.

When telecom Giants dance, the winners in the “game” are the ones who embrace the most efficient processes. As we’ve seen with smaller scale U.S. acquisitions, the inability to assess the true value of acquired network assets puts carriers at a disadvantage to make swift and informed decisions regarding CapEx efficiencies that directly impact profit. This is as true for the new (potential) combined entity, as well as Verizon and Sprint as they compete in the new world order.

That said, if AT&T's senior management endeavors to achieve the synergies they say will exceed the deal’s $39B price tag, supply chain efficiencies and investment recovery strategies will be key. Let the dance begin.

Happy Birthday Re:

2011-02-15T20:42:12Z

Exactly one year ago today, we announced the commercial availability of the innovative Re: platform. A year later, there’s a lot to celebrate. What has burgeoned into a multi‐faceted Reuse platform, a few years ago began with a crucial business goal: to ensure that excess and decommissioned network material is reintroduced into service and supply chains for maximum financial gain...and reduced environmental impact.

This ignited a big idea that has delivered more than just innovative thinking. With the introduction of Re: software-enabled services for the creation of integrated Reuse Markets, Trade Wings became the first and only service provider to address the reverse logistics process directly to increase the value of excess telecom network equipment not yet at the end of its useful life or revenue potential -- internally and externally.

As we begin fiscal 2011, Re: is now providing a growing number of customers with the asset intelligence required to fuel disruptive business models. Sitting with industry analyst Jason Marcheck of Current Analysis last week before Mobile World Congress, he expressed to us the genuine uniqueness and power of Re: in the telecom industry. On this one-year birthday, we celebrate the success of our vision and make a wish that every carrier and OEM can experience the benefits of a profitable Reuse strategy.

What a Year!

2010-12-22T14:15:38Z

It’s been another fast-paced year in the telecom industry. Mergers and acquisitions are at their highest levels since 2005, there are now an estimated 5 billion mobile subscribers and smartphone sales jumped an incredible 90% in the third quarter alone. For Trade Wings, 2010 has been no less frenetic or significant. Our business has grown tremendously in the last 12 months – highlighted by exciting new opportunities and expanding relationships with some of the leading telecom organizations, accolades from influential industry groups and publications, and a new, state-of-the-art facility here in Portsmouth. Attitudes toward excess and decommissioned network equipment – and their role in driving financial, operational and environmental gains – are changing rapidly, and we are seeing greater adoption of frameworks designed to create internal reuse markets. But before we dive headfirst into 2011, let’s not let the holidays pass us by. So, to all of our customers and business partners, thank you. Best wishes for a joyous holiday season and a prosperous New Year.

It’s the Data that Matters the Most

2010-12-09T20:05:47Z

On Tuesday, we hosted Debbie Kish, a member of Gartner’s carrier network infrastructure research team for a strategy session, which included a tour of our warehouse here in Portsmouth. We added warehousing capabilities as a value-added service a number of years ago in response to clients seeking assistance with managing vast amounts of excess material. Walking between the floor-to-ceiling racks of equipment originating from so many different vendors and geographies, it was easy to demonstrate why asset intelligence has become so valuable. Our warehouse is pretty big – covering about 2 acres – but it’s dwarfed in comparison to those maintained by large regional and global telecom companies. In a managed services scenario, the responsibility for knowing where assets are located and their condition, for example, or critical attributes like part compatibility and aliases rests squarely on the shoulders of the OEM. As part of our discussion, we demo’d Re:source Lifecycle Management and talked at length about how asset intelligence can be used as a competitive differentiator in hotly-contested multi-vendor services deals. With price quickly becoming a commodity in these deals, separating the winners from the losers is boiling down to who can generate the most value for the client. Demonstrating that you possess the ability to maximize the revenue potential of multi-vendor material can put you one step ahead of the competition.

A Glimpse into the Future?

2010-11-19T00:21:55Z

As managed services deals become more commonplace and the factors that once separated vendors in competitive situations fade away, you can’t help but wonder how these agreements will evolve over time. We may just have gotten a glimpse of what the future holds this week. Speaking first to Reuters, and then today at a financial conference in Spain (click here for Bloomberg’s coverage), Ericsson’s Head of Managed Services, Valter D’Avino, suggested that one day the company could actually own the network – and sell capacity to carriers and operators.

It’s a pretty radical idea. Talk about creating client ‘stickiness.’ Judging by D’Avino’s comments, it’s clear that such an idea is seen as a progression of the core managed services value proposition. For carriers, network traffic isn’t going to ease anytime soon nor is the pressure to reduce costs and further streamline operations. So, if a carrier’s already outsourcing core network operations and service maintenance to a vendor like Ericsson why not take the logical next step? That’s the idea at least.

Whether or not this ever comes to fruition will ultimately depend on the carriers and operators. These are companies with a fair amount of their identity tied up in the networks consumers use and I have to think getting them to take that step won’t be easy or happen quickly. Right now, it seems like most are having a heck of a time playing the ‘my network is better than your network’ game. But then again, this industry can change lightning-fast.

If You Can’t Differentiate on Price…

2010-11-04T19:33:59Z

It looks as though the Indian market is experiencing the same type of managed services shake-up that rocked Europe this time last year. You can read Light Reading’s take on inroads Huawei and ZTE are making at the expense of some European giants here. I have to say that news of ‘upstarts’ besting more established market players for these deals no longer phases me. What caught my eye in this story though, was a comment from an analyst at Ascentius Consulting: "A key difference between gear and managed services markets is that price difference is inconsequential. Managed services require a lot of sophistication and expertise, and the Chinese players are at a disadvantage."

Certainly the ability of Chinese companies to emerge from the bidding process victorious seems to counter any notion of being at a disadvantage but I digress. That’s not the part that interests me. It’s the idea that price and product have become commodities, and that differentiating one vendor from the next in the managed services arena boils down to the ultimate value gained by a carrier or operator.

We’ve talked before on this blog about the importance of the service and supply chain in building a successful managed services strategy. And if you think about it, so much of the value a client can derive from a managed services engagement (better CapEx ratios, faster time to market, capitalize on emerging market opportunities,etc.) has its roots in the efficient and cost-effective movement of surplus and decommissioned material. Of course, getting the most out this equipment requires having access to lifecycle data on products from OEMs large and small. But once you’re armed with that intelligence, it’s easy to become an expert on managing multi-vendor gear, and in turn, develop some pretty sophisticated frameworks capable of maximizing the revenue potential of those assets for your client.

The Color of Green is Money

2010-10-29T17:38:55Z

Selling green these days should be a slam dunk, right? Perhaps in theory but reality is painting a much different picture. Execs these days aren’t easily swayed into purchasing technology or services solely on the promise of ‘being greener.’ Despite the belief that this hesitancy is rooted in the economic climate, the inability to generate significant traction by highlighting environmental gains has more to do with message and approach than the willingness of prospective clients to advance their commitments to sustainability.

In the rush to brand everything green, too many are losing sight of what makes a value proposition compelling in the first place - namely the ability of a solution or service to generate significant financial and/or operational gains. Trade Wings’ President, Mark Portu, revealed the key to building a stronger business case for sustainability during a recent gathering of technology executives. Check out this short video of Mark’s closing remarks.