29 Nis 2008

Belgacom selects Alcatel-Lucent to deploy end-to-end IMS solution

Belgacom selects Alcatel-Lucent to deploy end-to-end IMS solution

Alcatel-Lucent today announced it has been selected by Belgacom, the Belgian leading telecom operator, as its technology and network integration partner to design, integrate, and deploy an end-to-end multi-vendor IP Multimedia Subsystem (IMS) solution. The platform will enable Belgacom to effectively support and to further develop a wide variety of fixed and mobile services including voice over IP (VoIP) and multimedia communications for both residential and business customers.

Alcatel-Lucent will deliver a complete IMS applications and core network solution, based on a standard architecture, incorporating products from Alcatel-Lucent and partners, including application servers, session controllers, home subscriber servers, session border controllers and network/service management functionality. The solution, based on widely adopted standards facilitating convergence, will be a cornerstone of Belgacom's future network.

As Belgacom's primary network integrator, Alcatel-Lucent will use its global network of IP Transformation Centers - including one in Antwerp - to provide network design and integration, testing and validation between the IMS Core, third-party applications and communications devices.

"Belgacom is implementing its customer-focused business transformation program with convergence as a clear focal point in our
'Move to all-IP' strategy for fixed and mobile networks," said Scott Alcott, executive vice president of Belgacom's Service Delivery Engine. "Alcatel-Lucent has proven to be reliable supplier of next generation intelligent network and IMS solutions, as well as a strong IP transformation partner."

"Belgacom's choice of an IMS service delivery system is the logical next step in its all-IP network transformation," said Michel Rahier, President of Alcatel-Lucent's carrier business. "Our experience in IP network transformation projects with customers worldwide, and with Belgacom in particular, will help ensure that the IMS solution can be integrated with minimal effort in Belgacom's network with a safe and predictable rollout plan."

With this contract Alcatel-Lucent underlines its leading position in IMS solutions, and its capabilities in multi-vendor deployments and network integration.

Vodafone, Microsoft Launch SMS Search

Vodafone, Microsoft Launch SMS Search

Vodafone and Microsoft India today announced the launch of "SMS Search" for Vodafone customers in India, powered by Microsoft Live Search. Together, Microsoft India and Vodafone aim to provide users a compelling mobile Internet experience, and help customers stay connected and informed, always.

To avail "SMS Search", all that Vodafone subscribers need do is type in their query as an SMS text message on their mobile handset and send it to 55060. The mobile originating SMS will be charged 30 paise per query. Live Search on Vodafone mobile is claimed to offer a complete search experience, enabling users search: on-portal or deck content like ring tones, images, articles, etc; local or directory information like restaurants; mobile sites including WAP sites; and in general, the Internet.

Vodafone claims they're offering unique features including local results based on the user's city location, keeping track of the user's search session 24x7, and delivering results formatted to match the user's phone capabilities. Development work to embellish the Live Search platform to deliver search service via SMS was done at the Microsoft India Development Center (MSIDC).

Currently, local search/directory information is available in eight metros including Mumbai, Delhi, Chennai, Kolkata, Bangalore, Hyderabad, Pune, and Ahmedabad. Twenty-one more cities are expected to go live soon.

Yahoo to Hand Over Messenger VoIP to Jajah

Yahoo to Hand Over Messenger VoIP to Jajah

Mark Hachman

Yahoo said Tuesday that it will outsource its Yahoo Messenger VoIP calls to Jajah beginning in the third quarter.

At press time, it was not known whether the switch will be transparent to users, or whether Jajah will insist upon its own branding. As of now, the two models are relatively similar: users prepurchase a number of credits, and then spend them to pay for outgoing and inbound calls from the PC.

Jajah competes with Skype, among others. Now, however, Jajaj gains access to Yahoo Messenger's 97 million users. Skype claims 276 million users, according to a company presentation posted online.

"The seamless integration of web and voice interaction is clearly important to our strategic partner, Yahoo!," said Trevor Healy, Jajah's chief executive, in a statement. "We are honored to be selected by Yahoo! to meet their voice needs. Through this relationship, we have the opportunity to extend our innovative global calling services with an industry leader that can leverage the power of our platform and network."

However, the change could affect the rates users will be charged. Currently, Yahoo charges a penny a minute to be connected to a U.S. landline; Jajah charges 2.9 cents per minute. On the other hand, Yahoo charges 20.5 cents per minute to call a mobile phone in the U.K., while Jajah only charges 18.9 cents to that same line. Yahoo has not said whether it will subsidize the new service via ads.

Jajah will also take over the provision of the telephony infrastructure, payment processing, and customer care for Yahoo's premium voice users, the companies said.

Turkcell Becomes the First Turkish Company to be a Member of the Centre for European Policy Studies

Turkcell Becomes the First Turkish Company to be a Member of the Centre for European Policy Studies

Turkcell, has become the first Turkish company to be made a corporate member of the Centre for European Policy Studies, one of the most important think tanks in Europe. The Centre for European Policy Studies (CEPS) is an independent policy research institute located in Brussels. Its mission is to produce sound policy research leading to constructive solutions to the challenges facing Europe. The CEPS provides an excellent platform for the discussions which shape policies throughout Europe. By conducting academic research and evaluating the business world's experiences, it also aims to bring solutions to current problems. The CEPS, which came up with the common currency idea, supported it and initiated the EU's expansion towards Central Eastern Europe, is known for its task forces and the projects they work on in telecommunication, energy, environment, tax and finance.

Turkcell has worked together with the Centre for European Policy Studies before on different projects. In 2006 Turkcell contributed to the CEPS Task Force on e-communications, "Policy Challenges for the Information Superhighway", which was active between September 2005 and June 2006 and brought together 54 participants and 28 invited guests and speakers, including representatives of European telecom operators, telecom manufacturers, industry associations, consultancy firms, law firms, distinguished scholars in the field and representatives from national regulators, the European Commission and the European Parliament. There was a report published containing the results of this collective effort, including a section looking at the high tax rates in the telecoms industry in Turkey. In addition, in June 2007 Turkcell also took part in the new CEPS Task Force "Achieving the internal market for e-communications" by industry players, representatives of the European Commission, National Regulatory Authorities (Ofcom), the European Parliament and the European Investment Bank. This task force's report is planned to be published in the middle of this year and will set out views about the European Union's New Telecommunications Regulatory Framework being adapted to the changing market conditions, featuring Turkey as a 'case study'.

The Centre for European Policy Studies, which was founded in Brussels in 1983, has 120 corporate members which are leading companies throughout the world.

Turkcell to buy 80% of Byelorussian Telecommunications Network

Turkcell to buy 80% of Byelorussian Telecommunications Network

The local operator BeST will be sold to the Turkish Turkcell Company. According to experts, the Byelorussian president Alexander Lukashenko has taken such a decision to ‘frighten’ Russia by Byelorussia’s possible rapprochement with NATO countries.

The Turkish mobile operator Turkcell has agreed to buy a 80% stake in the Byelorussian third largest mobile operator – Byelorussian Telecommunications Network (BeST), a source close to the republican government tells Prime-TASS. According to the source, the transaction has been approved at the highest political level. Turcell will pay for the transaction in three tranches, the last tranche maturity date coinciding with the first profit received by BeST.

Both BeST and the Byelorussian Ministry of Communications and Informatization say to know nothing about the mentioned above transaction. At the same time a source close to one of Turkcell’s shareholders confirmed reaching an agreement regarding the given transaction. According to the source, the transaction structure is rather complicated, while the total transaction charge reaching about $500 mln. Earlier, on April 11, Turcell reported the company’s board of directors held to make a purchase proposal to BeST shareholders.

BeST is the third largest Byelorussian cellular operator. Late last year the company was servicing 180 thousand subscribers, which accounted for 2.5% of the republic total subscriber base. BeST shares are divided between two state enterprises: the Automation Research Institute (75%) and Beltelecom (25%). The mobile communication penetration reaches 72% in Byelorussia.

Till recently the Russian mobile operator Vimpelcom has been considered the principal claimant for BeST. Vimpelcom has been scrutinizing Byelorussia since 2004, when one of the Russian operator’s shareholders – the Alfa Group – was expected to win the tender for GSM licences in the republic. However, in the last minute the tender was cancelled for the resolution of the Byelorussian President Alexander Lukashenko, and the licence was granted to BeST founded at that time.

Last year Vimpelcom and Alfa were negotiation the acquisition of the second largest Byelorussian operator Mobile Digital Networks (Velcom trademark). However, finally the company was acquired by Telecom Austria. The decision to sell the company to the Austrians was also made by Mr. Lukashenko in person. As the Byelorussion authorities do not intend to grant new cellular licences, the only option for Vimpelcom to enter the Byelorussian market was BeST privatization. But, the Russian Company is not be able to participate in the given process. However, one of Turkcell’s shareholders is the mentioned above Alfa Group, which is currently trying to expand its share to the controlling one in the Turkish company through court.

‘Deciding to sell BeST to the Turkish company, Mr. Lukashenko is pursuing two targets, - says Yuri Bryukvin, director general of the analytical agency Rustelecom. – First of all, he seeks to be allowed to visit Turkey. Currently most western countries are closed for Byelorussian officials. Secondly, he wishes to demonstrate the possible Byelorussia’s rapprochement with NATO countries (Turkey is the NATO member) and thus to attempt to increase donations made by Moscow’. At the same time, according to Mr. Bryukvin, the price of $500 mln for BeST seems overestimated: ‘The transaction charge should be high to transfer it into a PR campaign, but it is likely to comprise some preferences and promises’.

26 Nis 2008

Karamehmet'in Turkcell'de dogrudan kontrol hissesi yüzde 0.05'e iniyor

Karamehmet’in Turkcell’de doğrudan kontrol hissesi yüzde 0.05’e iniyor

Mehmet Emin Karamehmet’in sahibi olduğu Çukurova Holding, Turkcell İletişim’de sahip olduğu ve sermaşenin yüzde 4.1’ini temsil eden 90.2 milyon adet hisseyi yurtdışındaki yatırımcılara satacağını açıkladı. İstanbul Menkul Kıymetler Borsası’na (İMKB) yapılan açıklamada, Çukurova Holding’in Turkcell’de sahibi bulunduğu ve Turkcell’in sermayesinin yüzde 4.10’unu temsil eden toplam 90 milyon 200 bin adet hissenin, yurtdışındaki yatırımcılara satışı için uluslararası yatırım ve danışmanlık şirketi JP Morgan’a yetki verildiği duyuruldu.

PAYI YÜZDE 0.05’E İNECEK: Söz konusu hisse satışı Çukurova’nın Turkcell İletişim’de dolaylı olarak sahip olduğu kontrolünü etkilemeyecek. Yüzde 4.1’lik hisse satışı tamamlandığında Çukurova’nın Turkcell İletişim’de halen yüzde 4.15 olan doğrudan payı yüzde 0.05’e gerileyecek. Ancak Çukurova, Turkcell İletişim’de yüzde 51 payla kontrol hissesine sahip Turkcell Holding’te Rus yatırımcı Altimo ile kontrole sahip olduğu için Turkcell İletişim’deki dolaylı kontrolünü kaybetmeyecek. Bu yüzde 4.1’lik hisse satışıyla Çukurova’nın Turkcell İletişim’de doğrudan ve dolaylı hisse oranı da yüzde 17.93’ten yüzde 13.83’e gerileyecek.

700 MİLYON DOLARLIK SATIŞ: Çukurova Grubu’nun satışa çıkardığı yüzde 4.1’lik hissenin parasal büyüklüğü, hisselerinin İMKB’de dünkü İMKB fiyatı üzerinden yaklaşık 906.5 milyon YTL, döviz cinsinden de yaklaşık 700 milyon doları buluyor. Bu arada Çukurova Grubu’nun satış açıklamalarının ardından Turkcell’in İMKB’deki hisseleri de değer kaybetti. Turkcell hisseleri dün yüzde 4.3 kayıpla 10.05 YTL’den kapandı. Yapı Kredi’ye olan borçlarını kapatacakÇUKUROVA Grubu’nun Turkcell İletişim’de doğrudan sahip olduğu paydan yapacağını ilan ettiği yüzde 4.1 oranındaki hisse satışıyla Yapı Kredi Bankası’na olan borcunu kapatıp, kalan parayı da diğer finansal borçlarını ödeyeceği belirtiliyor. Borsaya yapılan açıklamada, Çukurova Holding’in, finansal yeniden yapılandırma sözleşmesi kapsamında Yapı Kredi Bankası’na 30 Eylül 2015’e kadar ödemesi gereken 222.9 milyon dolar ve 3 milyon YTL’lik nakit borcunu erken ödemek üzere anlaştığı belirtildi. Bir bankacılık kaynağı, "Bu ödeme ile Çukurova’nın Yapı Kredi’ye borcu kalmayacak" dedi. Yapı Kredi Bankası’nın açıklamasına göre, 22 Nisan’da yapılan sözleşme çerçevesinde Çukurova cayma opsiyonuna sahip ve ödeme tarihinden bir önceki iş günü bankaya bildirimde bulunacak. Yapı Kredi, ödeme yapıldığı takdirde likidite artışı, genel kredi karşılığı ve risk ağırlıklı varlıklardaki azalma ve sermaye yeterlilik rasyosu gibi olumlu etkilerin ikinci çeyrek bilançosunda görüleceğini belirtti.

258 MİLYON DOLARLIK BORÇ: Çukurova’nın daha önce sahibi olduğu ancak BDDK ve TMSF ile yapılan anlaşmalarla Yapı Kredi’deki hisselerini 2005’te Koç Holding ve Unicredit ortaklığı olan Koç Finansal Hizmetlere sattıktan sonra elde ettiği kaynakla, bankaya olan 2.1 milyar dolarlık kredi borçlarının bir kısmını kapatmış, kalan 792 milyon dolarlık borcunu da 2005’ten başlayarak 10 yıllık plana yaymıştı. Çukurova geçen Temmuz’da Turkcell’deki hisselerinden yüzde 3.45 oranındaki bir kısmı daha satarak Yapı Kredi’ye olan borcunun 480 milyon dolarını erken ödemiş ve borcunu 258 milyon doların altına indirmişti.

AT&T Mobility to sell $100 femtocells

AT&T Mobility to sell $100 femtocells

According to a report from research and banking firm ThinkPanmure, AT&T Mobility plans to sell up to 7 million femtocells from ip.access Ltd., a picocell and femtocell infrastructure vendor based in Cambridge, United Kingdom.
According to ThinkPanmure, AT&T signed a contract with the firm for up to $500 million in femtocells over the course of five years, and will sell the devices for as little as $100 each.

A spokeswoman for AT&T did not comment on the report specifically; however, she said the nation's largest carrier is examining the potential benefits of femtocells through lab tests, and plans to conduct a femtocell trial "later this year."

Representatives from ip.access were not immediately available to comment on ThinkPanmure's report.
Femtocell technology has caused a notable stir in the wireless industry. Femtocells essentially are tiny base stations that can be sold to individual phone users. Femtocells can be installed in homes or offices, and transmit cellphone traffic through a high-speed Internet connection. Femtocells work much like Wi-Fi hotspots, except they power transmissions over a wireless carrier's licensed spectrum.

Thus, femtocells raise a number of potentially troublesome issues for users and carriers, including the management of radio interference between a cell tower and a femtocell; radio interference between different femtocells, such as in an apartment building; and roaming between femtocells.

Nonetheless, femtocells could solve one of the biggest headaches wireless carriers face: indoor coverage. The installation of a femtocell in a home or office would eliminate the need for a carrier to cover that same space, and offloads the cost of the equipment onto the user.

And a number of carriers have embraced the technology. Sprint Nextel Corp. was the first out of the femtocell gate in the United States; the carrier in September introduced its Airave femtocell from Samsung Electronics Co. Ltd. for $50 along with a monthly fee. The product allows users to make unlimited calls over their femtocell connection.
When the Airave launched, it was only available in Denver and Indianapolis. The carrier expanded distribution to Nashville in October.

T-Mobile USA Inc., though, is taking a slightly different tack. The carrier last year introduced a dual-mode calling service that allows users with GSM/Wi-Fi phones to place calls over their Wi-Fi network for free.

Although AT&T would not comment on its UMA plans, Current Analysis analyst Peter Jarich said that if the carrier placed UMA software on its iPhone "they'd probably see a great uptake and they could eventually leverage the core network kit to support femtocell network integrations as well."

ThinkPanmure said GSM operators will roll out femtocells on a broad scale by next year.

24 Nis 2008

Turkcell, çalışanların fikirlerinden 82,5 milyon kazandı

Turkcell, çalışanların fikirlerinden 82,5 milyon kazandı

Turkcell'in, çalışanlarından gelen fikirler doğrultusunda hayata geçirdiği uygulamalarla, şirkete 4,5 yılda 82,5 milyon dolar katkı sağlandığı bildirildi.

Turkcell Genel Müdür Yardımcısı Selen Kocabaş, teknoloji ve iletişim firması olarak, hayatı kolaylaştırmak ve zenginleştirme vizyonuna sahip olduklarını söyledi.

Çalışanları, üniversite öğrencileri, müşteri ve iş ortaklarından gelen fikirlerin, doğru platformda değerlendirip hayata geçirilmesinin öncelikleri olduğunu dile getiren Kocabaş, bu çerçevede şirket intranetinde çalışanlara yönelik, ''Çok İyi Bir Fikrim Var!'' ve ''İşte Buna Ödül Verilir!'' platformu kurduklarını vurguladı.

Kocabaş, ''Çok İyi Bir Fikrim Var!'' platformunda, tüm çalışanlarının, süreç iyileştirme, müşteri memnuniyetini artıracak servis, yeni ürün geliştirme gibi kendi ana sorumluluğu dışındaki alanlarda fikrini bildirebileceğini anlatarak, şöyle devam etti:

''Bu fikir, öncelikle Fikir Değerlendirme Komitesine aktarılıyor. İlk süzmeyi bu ekip yapıyor. O ekip, daha sonra ilgili iş sahibine yönlendiriyor. İlgili iş sahibi de eğer bu iş yapılabilecekse, doğru kişiye yönlendiriyor. Yönlendirdikten sonra bu işi yapanla öneriyi getiren birlikte ödüllendiriliyor. Bu uygulamayla, Dünya GSM Birliği (GSMA) tarafından düzenlenen Global People Initiative yarışmasında insan kaynakları uygulamalarıyla İnsan Kaynağı ve Yetenek Uygulamalarıyla İnovasyon Sağlama dalında büyük ödüle layık görüldük.''

Uygulamanın başarısında, hız ve sürdürülebilir olmasının yattığını ifade eden Kocabaş, şöyle konuştu: ''Biz bunu yaklaşık 4,5 yıldır yaşatıyoruz ve her 4 ayda bir genel müdür ve yardımcılarının katıldığı bir platformda, hem öneriyi getiren hem öneriyi hayata geçiren hem de yöneticileri hep birlikte kutluyor, bir takım maddi ve manevi ödüller veriyoruz. Sonuçta her çalışan, 'Ben yönetimde söz sahibiyim'i hissetmiş oluyor. Uygulama sayesinde ölçümlenemeyecek düzeyde müşteri memnuniyeti ve şirkete 82,5 milyon dolarlık katkı sağlandı. Gelen fikir, illa çok inovatif ve Ar-Ge yatırımı gerektiren şeyler olmak zorunda değil. Küçük iyileştirme ve düşüncelerden de büyük değerler yaratılıyor.''

HAYATA GEÇİRİLEN FİKİR ÖRNEKLERİ

Kocabaş'ın verdiği bilgiye göre, çalışanlarından gelen ve hayata geçirilen fikirlere bazı örnekler şunlar: ''Turkcell'in internet sitesi üzerinden müşterilerin süper şifrelerini girerek, kontör yüklemeleri sağlandı. Çağrı merkezinden 1 dolara yapılan işlem maliyeti, böylelikle 0,001 dolara inmiş oldu. Bir servisle ilgili müşterilere bir SMS yerine pop-up gönderilen Tıkla Kullan (Service Booster) Servisi sayesinde Turkcell, geri dönüş oranı çok yüksek olan yeni bir tanıtım mecrası kazandı. Yapılan bir yayınla sadece haber paket aboneliklerinde 4 günde 53 bin 781 abone artışı sağlandı.

Yeni bir 'ÇalarkenDinlet' kategorisi hayata geçti. Aboneler, sim kartın üzerinden istedikleri duruma özel 'ÇalarkenDinlet'lerini sık sık değiştirebiliyorlar. Önerinin hayata geçmesiyle hem müşteri memnuniyeti hem de gelir artışı sağlandı.''

TeliaSonera says eyes extra 4.1 pct Turkcell stake

TeliaSonera says eyes extra 4.1 pct Turkcell stake

TeliaSonera said on Thursday it was evaluating whether to try to buy a 4.1 percent stake in Turkcell TCELL.IS that media-to-energy conglomerate Cukurova is putting up for sale. Cukurova said in a statement it had mandated JP Morgan to sell the Turkcell shares to international investors. TeliaSonera spokesman Ola Kallemur noted the stake was not big enough to give the firm control of Turkey's largest mobile operator, which has been the Nordic firm's long-term ambition. "It's of course something that we will evaluate, whether we're interested in buying it," Kallemur said. TeliaSonera owns 37 percent of Turkcell, either directly or through Turkcell Holding, which has a controlling 51 percent stake in Turkey's biggest mobile operator. The Swedish operator had agreed to buy a 27 percent stake in Turkcell in 2005 from Cukurova but the conglomerate later sold half of that stake to Altimo, the telecoms arm of Russian billionaire Mikhail Fridman's Alfa Group. Since then, TeliaSonera has waged a legal battle to try to get hold of as much as possible of the shares it had planned to buy originally. TeliaSonera, the Nordic region's biggest telecom operator, has also sought to gain control of Russian mobile operator Megafon, another company in which it holds a large stake. "What we aim for, for both Turkcell and Megafon, is of course eventual control. This stake that's been flagged for sale now is not of a size that would give us control," Kallemur said. (Editing by David Holmes)

Vodafone named most powerful British brand

Vodafone named most powerful British brand

By Darren Davidson

Vodafone has been named the most powerful British brand for the third year in a row, having increased its brand value by 75% in the last 12 months, according to Millward Brown''s annual global brand ranking.

The survey, now in its third year, gave the telecommunications company a value of $37bn, a 75% increase in brand value compared with last year.

Vodafone launched a slew of heavyweight ad campaigns last year created by Bartle Bogle Hegarty under the strapline "Make the most of now", with some featuring British Formula 1 driver Lewis Hamilton.

New Skype CEO "Interview" - He Still Doesn't Get It!

New Skype CEO "Interview" - He Still Doesn't Get It!

by J.A. Watson

Skype has just published a so-called "interview" with their new CEO. First, rather than face the press and public, and possibly have to answer some hard questions from people who have (miserable) experience with Skype, he chose to hide behind a pseudo-interview with his own publicity manager. Second, even with every softball question possible being served up to him, it is obvious that he still doesn't get it.

The biggest problem with Skype today is their disgraceful "Customer Support". It is not simply lacking, it's worse than that, it's counter-productive. When someone is trying to set up or use Skype to talk to loved ones who are far away, to show Grandma the new baby, or to conduct important business, and it doesn't work (which happens all too often), first, they want to be able to contact Customer Support quickly and easily. Not through some obscure web page, which even makes it difficult to submit a help request, but by telephone, or at the very least by email. They want a response in a reasonable amount of time - and that is measured in hours, not days or weeks - and they want a response that is intelligent and has the potential to solve their problem, not something that is so patently ridiculous that they either laugh or cry over it.

The second problem that absolutely must be solved at Skype is their habit of blocking users' accounts for no apparent reason (supposedly for the users own protection), and then taking days, weeks or even months to answer pleas for help and explanation.

Instead of talking about working on these problems, the CEO spends his time repeating the same empty promises of "ease of use" (he should take a look at the redesigned Skype User Forum for an excellent example of the opposite of "ease of use"), "world class video" (well, maybe, if you are willing to let Skype dictate the specific webcams you can use, rather than just the specifications), and once again hyping the vaporware "multi-party video" from Skype (SightSpeed has had this for quite some time, ooVoo has it now... Skype is still saying "real soon now").

Oh, and he parrots the totally bogus "300 million Skype users" claim. Of course, when you are talking to your own publicity manager, whose salary you pay and whose fate you can decide, it's not likely that you're going to get any hard questions, or get challenged on any of your claims or statements. Come out and talk to the real world, the real press, and some real frustrated Skype users, and things look substantially different.

Vodafone R&D chief backs LTE, still watching WiMax closely

Vodafone R&D chief backs LTE, still watching WiMax closely

by Keith Dyer

The head of the networks division of Vodafone’s group R&D function has said that LTE is currently the most likely candidate technology to meet the operator’s needs for 4G, but he added that the operator is still watching WiMax “closely” to see if it might still have something to offer.
Speaking at the Next Generation Network & Basestations conference in Bath, UK, Trevor Gill said that through its work with other operators in the Next Generation Mobile Network group, Vodafone is currently outlining its demands for any 4G technology – in terms of spectral efficiency, ease of rollout and minimising complexity and cost.

NGMN is also setting the terms for standard comparisons that would allow it to objectively assess competing technologies is a like for like manner, in terms of traffic conditions, use cases network demands.
Those results show that in terms of spectral efficiency (bits per second per Hertz per sector) LTE, with extra antennas, shows the potential to achieve NGMN’s demands. Tests also show that future evolution of HSPA will make HSPA technology as efficient as the first iterations of LTE, he added.

This meant that the move to 4G is unlikely to happen any time soon, as HSPA is likely to provide mobile broadband coverage “for many years to come.”

Gill pointed out that Vodafone still has only two million 3G data customers across the world, which he described as a “fairly small proportion.” Clearly this means mobile operators still have a distance to travel before they can earn back their investment in event their existing 3G networks, never mind investments in 4G.

He added that one of the big future moves would be to take UMTS to 900MHz, giving greater coverage for 3G. Only Elisa, in Finland, has done this on a commercial basis, and Gill said the results from Elisa show that the performance was good enough to support the move to higher orders of modulation.
France is the only other country with regulatory approval for 3G at 900mHz, but Gill forecast that would change over time.
As for 4G development, Gill said that LTE would need to offer operators a greater degree of automisation in the actual roll out of the networks.
“There’s still a great degree of manual configuration in mobile base stations,” he said. “We’re a long way from plug and play.”
Gill also said the aim of the NGMN was to make sure there is one physical layer across TDD and FDD and a common architecture, meaning vendors would focused on developing the technology in a common direction, rather than engaging in technology battles.
Researchers and developers hoping to catch Gill’s eye would also be advised to concentrate on backhaul, Gill bemoaned the lack of research and innovation in this area. “Research in the universities and labs is almost exclusively focused on the air interface,” he said, “and nobody seems to be talking about backhaul.”

23 Nis 2008

Top ten challenges to Femtocell deployment

Top ten challenges to Femtocell deployment

By Manish Singh, Continuous Computing

Femtocell is the next "big thing" in the wireless industry. Recent developments lend weight and credibility to this fledgling technology: ambitious partnerships are forming, major field tests and operator trials are underway, and industry heavyweights are joining the Femto Forum--the independent industry association that supports femtocell deployment worldwide--in record numbers. Membership has jumped from seven companies to almost sixty in less than eight months. The femtocell market opportunity, estimated to be as high as $22.5 billion by 2013, has caught the attention of incumbents and start-ups alike, and is now capturing a significant amount of analyst and media attention as well.

The question now is how quickly femtocell equipment manufacturers and network operators can overcome significant challenges, both technical and commercial, on their way to making femtocell the technology of choice for in-home wireless use. Time-to-market is absolutely critical because WiFi and Unlicensed Mobile Access (UMA) have staked out an early lead in the race for technological dominance. In this article, we offer the top ten challenges to femtocell deployment.

1. Low-cost Implementation
The cost of femtocell equipment is of paramount concern to most industry watchers.
The technology simply will not take off unless femtocells are affordable to the mass market. Many vendors say they plan to charge about $200 per femtocell unit, which is too high for mass adoption. For a viable deployment, a selling price well below $200 with volume is required. In the meantime, carriers will be forced to subsidize the units heavily in order to keep prices low and encourage early adopters. In the first U.S. femtocell trial, Sprint sells its Airave femtocell units for about $50 while charging customers a flat monthly rate of $15 for individual plans and $30 for family plans. This offering matches up well with T-Mobile's HotSpot@Home.com service, which is priced at $19.99 per month and requires the purchase of a router for about $50. Since subsidizing femtocell equipment costs is not a viable long-term strategy, the industry must figure out how to lower the cost of femtocell customer premise equipment (CPE).

A key driver supporting femtocell cost reduction is integration of software with silicon--so-called "femtocell-on-a-chip." Such integration lowers development cost by building in performance features and functionality, thereby reducing the number of components needed to build a femtocell. In essence, lower chip count equals lower cost. Integrating femtocell technology into set-top boxes or cable/digital subscriber line (DSL) modems will provide further opportunities for cost reduction as these converged CPE devices provide synergies which mobile operators can exploit. In addition, converged CPE devices share certain processing and other functions, and thereby drive bill of materials (BOM) cost down through component re-use. Significant service differentiation can be achieved through converged devices, providing a path to meeting volume objectives. The opportunity for converged CPE vendors is to develop converged devices that deliver true "Quad-Play" capability cost effectively--voice, video, data, and mobility.

Low cost femtocell implementation also depends on scalability. If enough users sign up for services, operators can avoid the cost of building and maintaining expensive macrocells. Large-scale adoption is necessary in order for cost savings to be achieved. A typical small operator can save an average of about $45 per customer per year by deploying 3G femtocells in 60 percent of customer households by 2012. But if only 20 percent of an operator's customer base signs up for femtocells by that time, then the operator would save only $20 per customer per year because significant numbers of macrocells would still be needed. So in order for femtocell investments to pay off, operators must roll-out service rapidly to a large number of customers--femtocell equipment must not only be affordable but readily available. As the Femto Forum explains when identifying one of the main challenges with femtocell technology, "Operators need to be confident they can source devices in the right volumes and at the right price point."

2. Network Architecture Harmonization
Another challenge for femtocell deployment is the absence of a single, industry-standard architecture for integrating femtocells into mobile core networks. The growing interest in femto technology has fostered an environment in which there are many different, and sometimes proprietary, integration methods. At least 15 different femtocell architectures have been identified, spanning all air interfaces including CDMA, GSM, WCDMA, and WiMAX. Such diversity will translate into market fragmentation, which will in turn jeopardize scalability, complicate interoperability, and ultimately increase roll-out costs. As one analyst has noted, "[T]he introduction of open standards will be critical in enabling an economy of scale that will better enable the OEM and semiconductor communities to meet very aggressive price points and stimulate the market."

In response to the growing need for harmonization, the Femto Forum has kicked off an initiative designed to harmonize femtocell network architecture and set the stage for the development of future standards. There are two broad categories of network architectures: UMTS-centric and SIP-based. The former leverages the mobile core for hand-off functions but does not offload the mobile core. Conversely, SIP-based architectures offload the mobile core by delivering the traffic either directly to the IMS core or to a mobile softswitch-based implementation. In this case, more functionality is included within the femtocell, and integration to the core is done using an IP-based technology. New applications like Voice Call Continuity (VCC) are required to handle seamless and secure hand-offs between femtocell and macrocells.

At the Femto Forum's plenary meeting in March 2008, the femtocell community will "come together to forge a future technology path through consensus," says Simon Saunders, Chairman. "This conjoined approach will not only encourage interoperability and increase economies of scale thereby helping keep costs low, but it will also help to support far-reaching new femtocell applications."

3. Remote Device Management and Software Upgrades
Once femtocells are deployed in mass volumes, remote software upgradeability will be vital to address operators' architectural evolution in a cost-effective manner. As picoChip, a leading provider of femtocell silicon, points out, "[H]aving the ability to provide software upgrades is becoming increasingly important as standards evolve and enhancements are made." For each femtocell deployment network architecture the software architecture inside the femtocell is different, as is depicted in the following diagram:

In other words, the software residing in a femtocell changes depending on the deployment architecture, yet the underlying hardware architecture remains the same. In order to avoid "truck rolls" and maintain customer satisfaction, operators will need to be able to manage femtocells remotely. They must be able to update software and firmware, monitor the status and performance of the femtocell, and do diagnostic tests, all from a console in the operator's network. To this end, femtocell developers are working to ensure that femtocell CPE can be easily and securely configured, diagnosed, and managed remotely. This has led to increasing interest in TR-69 for femtocells, which was standardized by the DSL Forum. TR-69 will need to be extended and new profiles for femtocells need to be developed.

4. RF Interference
One of the key issues to be addressed for successful femtocell deployment is minimizing radio frequency (RF) interference, as femtocells work in licensed spectrum. If a single frequency CDMA system is being operated, where the macrocell and femtocell network utilize the same frequency band, then the power control algorithms of the femtocell can create interference with the macrocell, thereby degrading network capacity and quality of service. In multi-dwelling units such as condominiums and apartments, multiple femtocells can interfere not only with the macrocell network, but also with each other.

Some carriers are planning to deploy femtocells on a different RF frequency than their macro cellular network and thus avoid interference, but spectrum acquisition is costly. Another possible solution is to utilize the mode-2 fixed power option available in the 3G configuration parameters, which would prevent the mobile unit power from increasing and causing interference, although there could be a performance trade-off. Vendors are exploring auto-configuration as a way to address interference issues. Femtocell manufacturers are working to develop sophisticated algorithms--in essence, smart radios--for femtocells that will mitigate potential interference and adjust signals based on their environments. Although modeling by carriers shows that these algorithms could address the interference problem, they pose certain operational challenges. For example, a necessary input is the macrocell transmit power, which would require the carrier to configure the femtocells centrally. Another required known value is the line-of-sight distance to the femtocell, which would require the carrier to know where the femtocell is installed.

5. Potential Consumer Concerns
Worries persist about the safe use of radio waves and wireless communication equipment. Consumers may perceive greater safety risk from femtocells, which are often referred to as "home base stations," especially when children are present in close proximity. As one commentator points out, "[T]here is a danger that if people start hearing about 'home base stations' there will be a backlash before progress is even made."

The Femto Forum has already moved to address potential health and safety concerns in a paper entitled Femtocells and Health, stating that femtocells must comply with the same safety limits that are applied to other wireless devices such as mobile phones and their antenna sites, and concluding that, "There are no established health effects from exposure to radio waves below the limits applicable to wireless communications systems." The wireless industry will need to do more to educate the public as to why femtocells do not present a health hazard.

Access control could also be a concern for consumers, and operators must be prepared to address these questions. The prospect of allowing passers-by or neighbors in multi-tenant buildings to "free ride" on their home femtocell likely will not sit well with many consumers, especially because the consumer is paying for the broadband Internet connection being used for backhaul. Operators will need to develop access control mechanisms enabling the femtocell owner to easily add and delete authorized users and to exclude unauthorized users.

Consumer concerns about security must also be allayed. Because femtocells use residential IP broadband connections, consumers will be plugging femtocells into the Internet via cable modems and DSL routers. Use of the Internet as a backhaul network raises a number of security issues: how to protect the integrity of the operators' core networks from the public environment of the Internet, how to protect the integrity of users' traffic and how to support seamless transitions between the macro and femtocell networks. As such, each femtocell will have to establish an encrypted IPSec tunnel. To deter hacking, a femtocell must identify and authenticate itself to the operator's network as being valid. Security and mobility gateways will be needed to handle very large numbers of IPSec encrypted tunnels.

In this article we discussed five key femtocell challenges that need to be addressed and their potential solutions. In Part II we will discuss additional challenges including Quality of Service and Traffic Prioritization, Timing and Network Synchronization, Provisioning, Regulatory Hurdles and Marketing. Challenges abound, yet it is exciting to see the telecom ecosystem coming together to develop compelling solutions to address the emerging femtocell opportunity.

6. Quality of Service and Traffic Prioritization
Due to a stronger RF signal based on better indoor coverage, femtocells will provide faster handset data speeds than what mobile subscribers may be used to, which is expected to encourage greater use of data services and video streaming inside the home. This is probably the most important strategic reason for a mobile operator to deploy femtocells in its network, as femtocells could enable the mobile phone to compete not only with the fixed line phone, but also with the PC and TV for entertainment and information services in the home. Voice is real-time and latency-sensitive, which means that best-effort IP delivery is not good enough.
Delivering high quality of service is a major challenge when there is a shared IP access link simultaneously carrying voice, video, peer-to-peer (P2P) traffic, and data. In this operating environment, traffic prioritization becomes essential--not only for effective handling of real-time voice packets, but also for prioritizing network time protocol (NTP) or IEEE 1588 timing packets. If timing packets are not prioritized, then femtocells can go out-of-sync and lead to dropped calls, which results in poor subscriber satisfaction. DSL uplink bandwidth, in certain deployments, adds additional constraints. In the U.S., for example, depending on the distance from the CO, many mid-tier plans have only 200K throughput on uplink. With other devices like PCs that have active VPN connections sharing the same uplink with the femtocell equipment, traffic prioritization becomes essential to ensure consumer experience does not deteriorate with events like VPN connection breaking when making a mobile voice call.

7. Timing and Network Synchronization
Attaining required timing and network synchronization levels is a major femtocell challenge. 3GPP specifies that base station transmit frequencies be very accurate and closely synchronized, requiring precise clock references which add to base station costs. The standard has been relaxed for picocells in Release 6, and it has been proposed that future versions of the standard relax it even further. Lower-cost synchronization solutions are still needed.

To meet stringent network synchronization requirements, femtocells can use IEEE 1588 for an accurate clock synchronization protocol between networked equipment. As picoChip points out, "[B]y distributing a high precision time base around the network that is resilient to the typical levels of packet delay and jitter found on broadband Internet connections, a low-cost implementation is possible." Alternatively, a GPS timing reference could be used, or the base station could receive transmissions from the overlaying macro cellular network and adjust its timing accordingly. Finally, there are some innovative, low-cost / high-stability temperature-controlled crystal oscillators coming onto the market that may make it easier to attain the required synchronization levels. More study is needed for this critical facet of femtocell operation.

8. Provisioning
From a consumer point of view, femtocell technology must be "plug-n-play," and hence seamless installation and activation is critically important. If the equipment is not easy to install, and if the service is not simple to activate and use, on-site support from a service technician will be required. Since "truck rolls" add to an operator's operational expenditures and run contrary to the femto value proposition, carriers must be able to achieve "zero touch installation" for successful femtocell deployment.

In order to keep femtocell customer service and technical support costs down, operators will re-use large portions of their current core networks such as billing, authentication, authorization, and accounting. Registration and provisioning could be carried out in the same way as is done by many cable and ADSL network operators. For example, in most cases, the subscriber has a password to gain access to the broadband connection. DSL Forum's TR-069 standard that already exists for the remote provisioning and management of DSL gateways could be extended for the provisioning of femtocells. Alternatively, the femtocell could include a Subscriber Identity Module (SIM) that stores a key to identify the user. When the femtocell is connected and switched on, the SIM is used to authenticate with the network and provide a secure connection.

Either way, operators must closely manage the customer experience in order to ensure a smooth and swift installation process. The need for standardizing remote device provisioning and activation is a must to ensure that carriers can deploy femtocells from multiple vendors without having to change their BSS and OSS systems. It will be essential for carriers to have a strong control on the remote activation of femtocells. Carrier must be able to de-activate femtocells depending on the location or based on gray lists and black lists to prevent femtocell activation followed by reported theft.

9. Regulatory Hurdles
A number of regulatory hurdles must be overcome or removed for successful femtocell deployment. Since femtocells carry voice calls, they will be required to support a 911 emergency service. Alternative power sources or a fall-back to existing telephone infrastructure may be viable ways to achieve E911 availability. To meet E911 requirements, the operator must be able to provide the location of the equipment to the Public Safety Answering Point (PSAP), which poses a challenge because consumers might try to carry their femtocells to new locations. Some manufacturers are using GPS to lock the equipment when it is moved to a different location. In some countries, existing licenses require operators to maintain written records of base station locations. The need to create and maintain records of every femtocell is unnecessary and would create an excessive burden on operators. Such records are not required for existing systems such as cordless phones and wireless LAN access points, so many operators argue that femtocells should also be exempt from this registration requirement.

In some countries such as Japan, a licensed technician is required to install a "base station." If femtocells are classified as base stations by regulatory bodies and are not exempted from the licensed technician installation requirement, this regulation will defeat the femtocell value proposition because network rollout cost will significantly increase. To anticipate and proactively respond to these and other potential regulatory hurdles, the Femto Forum--the independent industry association that supports femtocell deployment worldwide--is already working with its members and international regulators to encourage a benign regulatory environment for femtocell deployments.

10. Marketing
Initially, operators have focused on the technical challenge of integrating femtocells into their mobile networks, but they must not overlook the importance of successfully positioning femtocells within the industry and amongst the wider public. In addition to developing a common terminology and branding the service effectively, it is critical to build robust usage cases and marketing plans to drive femtocell adoption. To be successful, operators will need to develop compelling value propositions aimed at the most appropriate segments. Enhanced indoor coverage and reduced call charges for voice calls made in the home may not be enough to persuade mobile users to adopt femtocell technology, especially in light of alternatives based on UMA / WiFi.

3G femtocells could clearly boost revenues by allowing mobile operators to offer relatively inexpensive, high-quality voice calls for mobile users when they are at home while charging a premium for mobile calls when users are elsewhere. Operators could also enjoy certain "soft" benefits such as increased uptake and reduced churn, by offering various group subscriptions and family plans linked to femtocells in order to attract all the members of a household to their networks. Furthermore, femtocells will enable mobile operators to compete against converged cellular/WLAN services by offering very similar plans without the need for special handsets. Regardless of the tactics, for femtocells to be successful, the industry will need to have a smart, targeted, and differentiated way to market the technology.

Final Note
The trends are clear: voice traffic will continue to migrate from fixed to mobile networks until 3G carries the majority of voice telephony. Likewise, consumer demand for mobile data in the home is growing and has significant future growth ahead. In the battle for the home, first-mover advantage is key, and femtocell technology has great potential but the race with WiFi is definitely on. In this "make-or-break" competitive environment, fast time-to-market could make the difference between wildly successful deployment of femtocell--leading to broad societal transformation " and another promising technology relegated to the dust-bin of history. With the help of many dedicated and talented telecom ecosystem professionals in meeting these challenges, femtocells will live up to the promise.

22 Nis 2008

BT aims SaaS at small-medium businesses

BT aims SaaS at small-medium businesses

BT is set to target small-to-medium businesses with hosted NetSuite and SugarCRM software-as-a-service packages.

BT is pushing aggressively into the world of software-as-a-service (SaaS) by offering hosted business management and CRM packages to small-to-medium businesses.

The telecoms giant says its partnerships with NetSuite and SugarCRM will give smaller businesses access to corporate-grade business applications from a single trusted supplier.

NetSuite is a business operations package that includes accounting and enterprise resource planning features, as well as customer relationship management and ecommerce, while SugarCRMis a commercial open source customer relationship management package that BT says will integrate with customers’ existing communications and data systems.

“With this announcement we are changing the way small and medium-sized businesses can think about and buy their business applications,” said BT managing director Bill Murphy.

Services available through the packages include sales force automation, sales pipeline monitoring and reporting, improved service and increased customer satisfaction, as well as performance and marketing campaign measurement.

NetSuite CEO Zach Nelson described the SaaS model as a “revolution” and said the partnership with BT would “deliver capabilities to small businesses that some of the world’s largest companies have failed to achieve.”

The entry of a big player like BT entry into the market reinforces SaaS as a growing trend in business software distribution.

BT said it would also take on responsibility for supporting the packages, and was looking to add a range of business application services from other vendors.

In a further move to cater to the small-to-medium business market, the telecoms giant is also bundling free Wi-Fi hotspots for businesses which subscribe to its Total Broadband package, allowing anyone visiting an organisation’s premises to log on to a separate secure internet channel

Turkcell Iletisim Hizmetl AS upgraded to "neutral"

Turkcell Iletisim Hizmetl AS upgraded to "neutral"

Analyst Osman Memisoglu of FinansInvest upgrades Turkcell Iletisim Hizmetl AS from "underperform" to "neutral." The target price is set to TRY12.70.

In a research note published this morning, the analyst mentions that the company’s share price has underperformed the MSCI EM Index by 11% and the ISE Index by 10% since April 7. This weakness in the share price was mainly caused by investors reducing their positions in Turkcell Iletisim Hizmetleri in order raise cash for the forthcoming Turk Telekom IPO, uncertainty surrounding the potential acquisition of Syriatel and the intensifying competition, the analyst says. FinansInvest adds, however, that the company’s current share price already reflects the adverse impact of the possible acquisition and the IPO. The 2008 EBITDA estimate has been reduced from $2,750 million to $2,601 million to reflect the weakness in the Turkish lira.

21 Nis 2008

Half of EU citizens on the net, but rural Europe left behind

Half of EU citizens on the net, but rural Europe left behind

Out of the half a billion EU citizens, more than 250 million regularly use the internet, according to newly released figures.
A European Commission report on the results so far for i2010, the EU's digital-led strategy for growth and jobs, further showed that of this number, 80 percent have access to some form of broadband connection.

Additionally, says the report - released on Friday (18 April) some 60 percent of public services in the EU are fully available online, with two thirds of schools and half of doctors making use of high-speed internet connections.

"It is a welcome change of political direction that today, information and communications technologies, the main driver of European growth, are being promoted by all 27 EU member states in their national policies," said Viviane Reding, EU information society commissioner.

"However, some parts of the EU are still lagging behind and are not fully connected," she warned.

The report notes that nearly 40 percent of Europeans do not use the internet at all. While in Denmark only 13 percent of the population do not use the internet, Romania is at the other end of the scale with 69 percent of its population offline.

The report notes that the EU-wide average for DSL broadband penetration is nearly 90 percent (DSL networks are used by 80 percent of EU broadband subscribers, and so are used as a proxy by the report's analysts for broadband more generally, although cable and wireless broadband services do also exist).

However, the report also says that figures for national broadband coverage also "hide a gap between rural and urban areas in several countries," noting that full coverage remains a challenge in a number of countries.

Greece, Slovakia, Latvia, Italy, Poland, Lithuania and Germany show "a large gap", between coverage in urban and rural areas.

Germany has a broadband coverage rate of 94 percent overall, but only 58 percent of rural areas have access to high-speed internet.

Greece, with its island geography comes in last on both scores, with under 20 percent of the country being serviced with broadband, and only ten percent having access in rural areas.

Wherever this rural-urban split happens, it is due to difficulties and increased costs involved with the provision of new technologies to areas with challenging topographies and population densities that make offering these services unattractive to companies that sell internet access.

UNI Telecom, the international union federation representing telecoms workers, argues that this is where the market liberalisation in the telecommunications sector is shown to fail, as private firms cherry-pick urban, population-dense and wealthy areas to build service infrastructure.

In the past, they argue, public service provision would have used the 'postage stamp' model where profitable urban areas subsidise the more expensive provision of service to rural areas.

The current situation however leaves rural, remote and poor areas with substandard service or even none at all, says the union. Urban zones with high concentrations of elderly citizens, who can have less of an interest in the internet, are also sometimes underserved.

A commission spokesperson conceded that this is the case, but countered that this is why EU rules on state aid permit public financing or partnerships to deliver broadband or other new technologies to such areas, ensuring universal service provision.

Microsoft gets SaaS-y with Albany

Microsoft gets SaaS-y with Albany

(Venture Beat)

Microsoft is jumping on the software-as-a-service bandwagon by launching its SaaS version of Microsoft Office, code-named “Albany”, in private testing mode today. Albany will give users a new way to get the latest versions of Microsoft Word, Excel, PowerPoint and other products — they can pay a subscription fee, rather than purchase a new product at the store.

I know, I know, it’s hardly a revolutionary business model. But it’s a new move for Microsoft, which is really the poster boy for the traditional software distribution that SaaS companies are trying to uproot. And the decision makes sense: As we’ve said before, Microsoft needs to get online and into the internet cloud soon if it wants to stay relevant. The subscription model also helps Microsoft receive a steady stream of revenue, rather than waiting for users to feel motivated enough to buy the latest version of Office.

On the other hand, it’s not clear that we’re going to see a huge surge in adoption. (Product Manager Bryson Gordon says Albany will launch publicly by the end of the year, according to All About Microsoft). It doesn’t seem to offer any unique features that aren’t already available to a Microsoft Office owner with a Windows Live account, but it will tempt people who have been thinking about using Windows Live and Office Live, yet haven’t made the leap. By including Office Live’s collaborative features, Albany could be a serious competitor to Google Docs – the Docs I’ve used tend to be “just good enough” versions of Microsoft software — as long as the price is right. Microsoft Word may have more features than Google Docs, but none of them are crucial enough that I’m willing to pay top dollar for them.

Intel to invest $500 mln in Taiwan, most in WiMax

Intel to invest $500 mln in Taiwan, most in WiMax

Intel Corp said on Monday it will invest $500 million in Taiwan over the next five years, with a large amount of the investment targeted at the island's WiMax sector.

The chip giant said there are still technical challenges that need to be solved for the new super-high-speed wireless standard, but that the firm has been encouraged by the development of WiMax in the last two years.

"This investment is largely for WiMax," Lil Mohan, managing director of Intel's WiMax program, told reporters on the sidelines of a news conference.

Mohan added that Intel expects WiMax to be commercially deployed in the second or third quarter this year in the United States, and that infrastructure in Asia should be ready by 2009-2010.

Late last year, Taiwan's government said it planned to spend $664 million in the next few years on the WiMax technology -- seen as the more advanced standard to WiFi, which only works near a transmitter.

WiMax allows anyone with a WiMax enabled laptop or media device to download songs, movies and business presentations over distances of up to 30 miles.

"Japan will probably launch the first (WiMax standard in Asia), since they have already invested lots of money," said Mohan. Taiwan and India could follow suit, he said.

Acer Inc, the world's third-largest laptop vendor, said on Monday that it is planning to launch laptops with WiMax capabilities in June or July this year.

Acer said it will ship a significant amount of notebook PCs with WiMax capabilities, but declined to give shipment forecast.

"WiMax is a good solution for broadband and it is an affordable answer in terms of price and mobility. It's going to be huge in the coming several years," Acer Chairman J.T. Wang told reporters at the same news conference.

"This is also a great opportunity to boost the information technology industry in Taiwan," added Wang.

Starting from a small base, WiMax is expected to grow much faster than the broader networking industry, with spending forecast to rise at a compounded annual rate of about 150 percent between 2006 and 2008, according to MIC, a top Taiwan think-tank.

Wireless and WiMax technology product makers in Taiwan include D-Link, ZyXEL and Gemtek Technology.

Other countries in various stages of WiMax network development include South Korea, Vietnam, Thailand, Singapore and Australia.

(US$1=T$30.3)

Skype to sell unlimited international calls for $9.95/month

Skype to sell unlimited international calls for $9.95/month

Skype, the Internet calling subsidiary of eBay Inc., is introducing its first plan for unlimited calls to overseas phones on Monday.

The plan will allow unlimited calls to land-line phones in 34 countries for $9.95 per month, said Don Albert, vice president and general manager for Skype North America.

The countries encompassed include most of Europe, plus Canada, Australia, New Zealand, Chile, China, Singapore, Taiwan, Japan, Korea and Malaysia.

Calls to domestic land lines and cell phones are included as well, as are calls to cell phones in Canada, China, Hong Kong and Singapore, but not cell phones in other countries.

Skype has already been selling unlimited calls to the U.S. and Canada for $3 a month. It is expanding that offering with another plan, for $5.95 per month, that gives free calls to Mexico City, Guadalajara and Monterrey, and a discount on calls to other places in Mexico.

Skype is generally used as a software application running on a computer equipped with a microphone and speakers or a headset. But subscribers will also have the option to call a local number from their phones and be connected to international numbers that fall under their plan, paying only local access charges or using their cell-phone airtime.

Unlimited international calling plans have been popping up in recent years from hardware-based phone services like Vonage International Holdings Corp. and cable companies, but the prices are generally higher, and the plans are add-ons to basic calling plans that cost even more.

Skype said its subscribers called phones for 1.7 billion minutes in the first three months of the year, compared with 14.2 billion minutes used in computer-to-computer sessions, which are free.

Welch: Turkey's got so much potential, need to create 200, 300 companies like Turkcell

Welch: Turkey's got so much potential, need to create 200, 300 companies like Turkcell

Jack Welch, famous for building General Electric (GE) into the largest company in America, spoke at the Swissôtel on Saturday at the invitation of Turkcell, Turkey's number-one GSM mobile telephone service provider. Welch ran GE for 21 years before retiring in 2001. During his tenure as chief executive, the company increased its revenues four-fold and its market capitalization grew from $14 billion to $410 billion.

Turkcell CEO Süreyya Ciliv welcomed Welch as the guest speaker of the company's second İşTcell Leaders Conference, a series inaugurated last November with an appearance by Virgin Airways founder Richard Branson. Welch's wife, Suzy, acted as moderator for a question-and-answer session with her husband. Suzy Welch attended Harvard College, where she also earned her MBA. Ciliv recalled his own days at Harvard Business School in his introduction. One of the first case studies his professor handed out in 1981 concerned GE, portrayed as a large and diverse company of 300,000 workers, a company with potential, but one whose size and bureaucracy hindered fast growth.

In years to come the GE case study would be presented again in business schools across the world, but as a study in success, for Jack Welch became CEO in 1981 and immediately began selling non-performing units and firing or laying off unproductive workers. By the time Ciliv took a job at Microsoft, Jack Welch had become the business model for Microsoft and hundreds of other companies. In 1999 Fortune magazine chose Welch as the manager of the century.

What does Turkey need?

Asked for his impressions of Turkey, Welch said he found the Turks to be engaging, exciting, and aggressive. "They want to be technological leaders and want to educate the hell out of everybody," said Welch. "Turkey's got so much potential, and people need to create a hundred, 200, 300 companies like Turkcell." Turkey needs a business climate that makes young people believe that their dreams can come true, he said. Turkey needs a good tax policy, one that focuses not on maintaining wealth, but on creating wealth. America's luck is that it has a huge pool of venture capital, with more money than ideas, and you're a hero if you start a successful company, not a bum.

Welch rehashed much of his advice from the distillation he made of his management practices in his bestseller, "Winning." The difference on Saturday came in hearing the words with Welch's enthusiasm, alive and enlivening even if his voice is beginning to crack with age. Asked what leaders do, Welch said the first step is to set a mission -- not just a buzzword, but a goal that people know in their hearts. Secondly, a leader selects a set of behaviors, or values -- not vague concepts like quality, but key ideas like speed. Take ideas from everywhere, from another company or from the mail clerk; for the best ideas win, not the level of the organization from which the idea comes.

Then you get every employee on board: Which brought Welch to one of his hallmark practices, honest appraisals of employee performance, candid feedback.

What leaders do

"Reward with praise and money, for companies that win are what society needs," said Welch. "Is the place vibrating, or like a salt mine? You cannot lead without being straightforward, can't hide behind your title. Take care of your very best, improve the middle and get the bottom out. It sounds cruel, but the cruelest management is to keep people who do not belong."

To illustrate, he brought up the current round of layoffs in the banking industry in New York. "Some guy says, 'But I've been here 32 years, why me?' Well, you have to go because you're not good enough. It's like running a sports team, constantly developing new talent, trading players, getting rid of people who don't perform." Suzy Welch asked what people should do if their culture has a taboo on honest appraisals and Welch said that his was only one method, not the only way, but that it had been proven in hundreds of companies. The same technique of reward applies to programs as well as people. "Sprinkling your resources here and there is cowardly," he said. "You need to have the courage to say yes to this and no to that, to invest all the way in the ideas you think will win."

What are leaders like?

True leaders are authentic, comfortable in their own shoes, can deal with anything. "When I saw a leader who got excited about their people, who liked to give raises, that was great, and those people got the best results," said Welch. "It's not just energy, but being able to energize; and to have an edge, be able to say yes or no; and passion, to really care about people."

Real leaders are not so much tough, as tough-minded, he said. The biggest mistake managers can make is to insulate themselves, not use all the input around them. "A leader needs a desperate connection with different levels of the organization, not to be isolated from reality in a big, fat office," said Welch. He recounted his own practice of going to GE's management school and visiting for a whole day, "just hanging out," going to the bar after class and getting a real feel for what's going on rather than the dry summary from some report.

Welch also blasted budget meetings as one of the more wasteful corporate rituals, with one guy coming in asking for four, his boss prepared to give two, they spend eight tedious hours in a windowless room looking at PowerPoint presentations and come up with… you guessed it, a budget of three. He claimed to have changed the dynamic of that process at GE so that budget meetings explored opportunities rather than limits.

Local questions

The session closed with videotaped questions from various Turkish business leaders, beginning with one from Borusan Holding CEO Agah Uğur as to Welch's happiest result in his years at GE.

"It was no single event, but the idea that thousands of people had their lives changed, knowing that people benefited from their stock options, bought second homes, educated their kids," said Welch. "We had 46,000 people volunteering in their communities because they had the time and the money."

Akbank Chairwoman Suzan Sabancı Dinçer asked about the capital markets' focus on quarterly, short-term results and whether that prevented managers from focusing on the long-term. She also asked whether executive pay had become too high, whether it should be regulated somehow.

As to quarterly results, Welch said that's what management is all about: being able to balance long and short-term performance and goals. "Anybody can say I'll make it short-term, then cut corners, and anyone can say I'll do such and such in five years," he said. "No one has ever been accused of being too long-term-oriented. I was in charge of GE for 84 quarters and found satisfying the capital markets to be good discipline."

Welch has always favored free market forces to set executive pay, but he did explain how the public can get the wrong idea from a few isolated cases. He planned his succession at GE, firing the three candidates for the job. The man who won the "prize" got a 20 percent pay raise, while the other two collected millions in promises from their new employers, who were bringing trucks full of gold to attract the talent. Welch posed the possibility of getting close to a team's management, asking who would you rather sit with, the coach or the accountant. Of course you want to be with the coach, to learn about the players. As with a coach, the key to leadership is self-confidence, he said. But the key to business success lies in instilling a culture of sharing intellect, sharing ideas, getting everyone to think about how to do a better job. Which reminded Welch of a slogan they used at GE, a slogan he believes goes to the heart of winning: Find a better way to do it every day.