1. Customer care market share report 2009 Mark H. Mortensen June 2010 Research report

2. 2 © Analysys Mason Limited 2010 Contents 4.Document map – Executive summary 5.Overall customer care market shares for 2009 6.Overall customer care market shares, with 2008 comparison 7.Factors that affected the customer care market in 2009 8.Customer care market summary by sub-segment 9.Customer care regional market summary, with 2008 comparison 10.Document map – Recommendations 11.Recommendations for mobile CSPs 12.Recommendations for CSPs 13.Recommendations for ISVs 14.Document map – Market definition 15.Telecoms software market segmentation 16.Definitions of customer care and its sub-segments 17.Definitions of service segments and revenue types 18.Document map – Business environment 19.Overall telecoms market growth was dampened, except in specific technological and geographical areas 20.Regional customer care outlook for 2010 21.Document map – Market shares 22.Customer care overall market shares in 2009 23.Customer care product market shares in 2009 24.Customer care product-related services market shares in 2009 25.CRM market shares in 2009 26.Top six CRM vendors in 2009 27.Subscriber management overall market shares in 2009 28.Customer interaction overall market shares in 2009 29.Document map – Vendor analysis 30.Amdocs 31.AsiaInfo 32.Avaya 33.BroadVision 34.Comverse 35.Convergys 36.CSG 37.Genesys 38.Huawei 39.Infor 40.Microsoft 41.Oracle 42.SAP 43.Vendor analysis summary [1] 44.Vendor analysis summary [2] Slide no. Contents [1] Customer care market share report 2009

3. 3 © Analysys Mason Limited 2010 Contents [2] Contents 45.Document map – Annexes 46.Annexes – Sub-segment definitions and deployment architecture 47.Customer relationship management (CRM) 48.Subscriber management 49.Customer interaction 50.Modern customer care flow 51.Annexes – Mergers and acquisitions 52.Customer care mergers and acquisitions 53.Document map – Author, copyright and key to acronyms 54.Author 55.Copyright 56.Key to acronyms [1] 57.Key to acronyms [2] 58.Document map – List of figures and tables 59.List of figures and tables [1] 60.List of figures and tables [2] 61.List of figures and tables [3] 62.List of figures and tables [4] 63.Document map – About Analysys Mason 64.About Analysys Mason 65.Research from Analysys Mason 66.Consulting from Analysys Mason Slide no. Customer care market share report 2009

4. 4 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Executive summary Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

5. 5 © Analysys Mason Limited 2010 Overall customer care market shares for 2009 The customer care market generated USD2.118 billion in revenue in 2009, 3.1% higher than the USD2.055 billion in 2008. The revenue for 2008 is higher than was reported last year (USD1.186 billion) because it was restated. The difference came primarily from a restatement of the size of the customer care market in China, of which we gained substantial visibility this year. Customer care is more consolidated than many other BSS and OSS markets, and two vendors, Oracle and Amdocs, clearly dominate. However, 50 suppliers command revenue of several million dollars in this market. Two vendors, Huawei and AsiaInfo, dominate the Chinese market and there are many other smaller, geographically focused suppliers. The customer care market is driven by greater competition in the emerging markets, the increasingly complex services and service bundles being offered by CSPs, the strong desire of consumers for instant service, the increasing need of CSPs to offer many new services quickly and the need to reduce customer support costs. Executive summary Figure 1: Customer care market shares by revenue, worldwide, 2009 [Source: Analysys Mason, 2010] Customer care market share report 2009

6. 6 © Analysys Mason Limited 2010 Overall customer care market shares, with 2008 comparison Executive summary Figure 2: Customer care market shares by revenue, 2008 and 2009 [Source: Analysys Mason, 2010] Total revenue 2008 (restated): USD2.055 billion Total revenue 2009: USD2.118 billion Customer care market share report 2009 Most leading vendors’ customer care revenue increased only slightly between 2008 and 2009. AsiaInfo posted a large gain in revenue from its expansion within the China market. Analysys Mason began to cover Huawei’s customer care products this year. The company ranks fourth in the global market, has major presence in China, has made substantial gains in the emerging EMEA market, and has a foothold in the mature EMEA market via the Telfort and KPN deals in the Netherlands. The 2008 market values are restated. 1 The ‘other’ category includes: Avaya, BroadVision, CBOSS, Comverse, CSG Systems, Ericsson, Genesys (an Alcatel-Lucent Company), Infor, Microsoft and salesforce.com, with an aggregate market share of 15%, and many other smaller vendors, with an aggregate market share of 21%.

7. 7 © Analysys Mason Limited 2010 Factors that affected the customer care market in 2009 The economic downturn generally depressed CSPs’ spending, except in China and the Middle East. Transformation projects that were already underway were continued, but new ones that were started in 2008 and 2009 were smaller and targeted at solving specific problems for CSPs. Growth in the number of subscribers in emerging markets led to higher licence fees for vendors that sold systems with size-related pricing models. However, much of the revenue growth came from product-related professional services, rather than from licences and maintenance. Competitive pressures in emerging markets stimulated some CSP spending on new services – and service bundles – that required the introduction of enterprise order control and master catalogue functions to support the rapid introduction of new services. Subscribers became more comfortable with self-service on the Web, putting pressure on the IVR market and offering new opportunities for Web portals and ‘crowdsourcing’ of customer care help functions. Multi-channel sales processes came to the forefront, as subscribers used combinations of online, attendant and in-person retail stores for their purchasing transactions, expecting a unified shopping cart across all of the channels. Customer care market share report 2009Executive summary

8. 8 © Analysys Mason Limited 2010 Customer care market summary by sub-segment Executive summary CRM (revenue: USD910 million) Grew by 1.6%, compared with our forecast of –0.8% in last year’s report OM products moved from the service fulfilment space into CRM to provide overall enterprise order control functions for service bundles CSPs added targeted CRM features to existing CRM and subscriber management systems, rather than undertaking major transformations, depressing growth Subscriber management (revenue: USD621 million) Grew by 4.3%, compared with our forecast of –4% in last year’s report Basic subscriber support functions continue to be delivered by subscriber management systems provided primarily by the billing companies as adjuncts to their billing systems Trend is to use subscriber management and supplement it with specific CRM functions, as required Customer interaction (revenue: USD585 million) Grew by 4.8%, in line with our forecast of 4.8% in last year’s report Retail store management systems were introduced by major vendors for the mobile markets IVR was flat to dropping, as customer comfort with Web self-care interfaces increased Social networking, especially ‘crowdsourced’ FAQs and peer buying recommendations, emerged Customer care market share report 2009

9. 9 © Analysys Mason Limited 2010 Customer care regional market summary, with 2008 comparison Mature market CSPs decreased spending in North America, EMEA and APAC. Emerging market CSPs in EMEA and APAC increased spending on customer care, as they saw the beginning of saturation in some markets, and as new carriers entered other markets. Spending in China and the Middle East, which is less sensitive to free market pressures, continued at close to previous levels. Executive summary Figure 3: Customer care market shares by region, 2008 and 2009 [Source: Analysys Mason, 2010] Customer care market share report 2009 Values marked on chart represent USD million. Total revenue 2008 (restated): USD2.055 billion Total revenue 2009: USD2.118 billion

10. 10 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Recommendations Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

11. 11 © Analysys Mason Limited 2010 Recommendations for mobile CSPs Mobile CSPs in emerging markets w should use inexpensive, self-service customer care capabilities in light of low- ARPU mobile customers w if they use agents as channels, should use targeted CRM capabilities in order to standardise and enhance the sales experience w when faced with strong competition, must move beyond basic subscriber management functions. These should either be enhanced with targeted CRM capabilities in an SOA architecture, or a transformation project with a major vendor, such as Amdocs or Oracle, must be undertaken. Mobile CSPs in mature markets w should implement sophisticated multi- channel shopping and ordering systems and retail management systems, integrated into the other CRM functions as well as back office service fulfilment and service assurance systems. These can increase wallet share and customer loyalty and support innovative services and service platforms for third-party use w should seek to increase wallet share by offering intelligent packages of services and hardware, targeted to a particular consumer, via analytics and CRM systems. Customer care market share report 2009Recommendations

12. 12 © Analysys Mason Limited 2010 Recommendations for CSPs Wireline CSPs w should implement new CRM systems to support the increasingly complex service bundles and the supporting sales and marketing functions. These would also be valuable for double-sided business models, cloud computing, enterprise outsourcing and home networking. All CSPs w should use the modern software interfacing technologies, such as service oriented architecture (SOA), to integrate the information from the multiple customer channels that customers increasingly use during a single transaction w should implement master product and service catalogues and enterprise order control systems in order to reduce the time and effort required to implement new services and service bundles w should integrate into the customer care infrastructure a customer experience management system in order to provide as much data as possible to the agents (or self-care systems) on customers’ experiences w should implement Web-based self-care, especially for the SME market, and ‘crowd- sourced’ FAQs and peer buying recommendations for the retail markets w should experiment to evaluate the use of Web 2.0 technologies, such as Twitter, blogs and Facebook. Customer care market share report 2009Recommendations

13. 13 © Analysys Mason Limited 2010 Recommendations for ISVs Engage with customers in the emerging markets, where much of the innovation in business models and operations is currently happening. In the short term, propose smaller, department-sized projects that solve a particular problem for CSPs, instead of larger, more expensive, riskier transformation projects. By 2011, many CSPs will see the limitations of their current systems, and how they have been complicated by incrementally added functionality. Major vendors should prepare to implement new CRM platforms that integrate the many CRM and customer-interaction functions and merge them into back-office systems. Take an enterprise approach with systems that embrace enterprise-wide product catalogues, customer repositories, billing records and service catalogues that can be shared. Use the TMF’s SID as the basis for data models, to capture the marketing buzz during 2011 and real benefits in integration costs after that. Use eTOM operations terminology when describing the offerings. Expose as much network and customer information as possible to the customer agent and self-care system, melding it with the customer identity or location to make it relevant and useful. Vendors should move beyond the back office into the front office, implementing interfaces between back- office systems and Web self-care systems, smartphone app-based systems, retail management systems, point of sales systems, etc. Try to find a good balance between products and services. Most CSPs’ telecoms software spending is on customised systems. Vendors that offer a mix of well-defined products that can be upgraded, complete product support and training, and operations consulting and integration services will best meet the needs of CSPs and will maximise their revenue. For initial small implementations, offer preconfigured suites. RecommendationsCustomer care market share report 2009

14. 14 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Market definition Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

15. 15 © Analysys Mason Limited 2010 Customer care Service fulfilment Telecoms software market segmentation Market definition Figure 4: Telecoms software market segments [Source: Analysys Mason, 2010] Partner and interconnect Business optimisation Mediation Customer interaction Customer relationship management Subscriber management Order management Inventory management Activation Engineering tools Service management Fault and event management Performance monitoring Workforce automation Probe systems Service delivery platforms Real-time charging Mobile content management and delivery Telecoms application servers Mobile device management Rating and pricing BillingService assurance Network management systems Mobile Residential broadband Business data services PSTN Middleware Customer care market share report 2009

16. 16 © Analysys Mason Limited 2010 Definitions of customer care and its sub-segments Market definition Table 1: Customer care and its sub-segments [Source: Analysys Mason, 2010] See the Annex for fuller descriptions of the sub-segments. Customer care market share report 2009 Segment or sub-segmentDefinition Customer care systems Customer care systems allow CSPs to offer services, take orders and provide a full range of support, both human and automated, to their customers. CSPs have increased their spending on customer care systems and operations in the past five years as customers have sought better service and CSPs have attempted simultaneously to decrease call centre costs and expensive customer churn. Customer relationship management (CRM) CRM encompasses the outbound marketing and customer support functions. CRM software allows CSPs to assemble large sets of data to manage their customer relationships more efficiently. CRM software helps customer service agents and automated self-care systems to provide the best product and service offers for current and new subscribers. It allows marketing departments to understand purchasing patterns and the effectiveness of new product and service campaigns. CRM is the central repository of customer data that is utilised by sales, marketing, customer service and finance groups. CRM includes independent product catalogue offers. Subscriber management systems Subscriber management encompasses the inbound customer support function that comes with billing software. Subscriber management software is service specific in the process of establishing customer set-up and handling customer enquiries. Customer interaction systems Customer interaction software automates the initial point of contact between the customer and the CSP. Customer interaction includes systems for IVR, Web self service, contact centres, points of sale, SMS and USSD support and retail management. Customer interaction software consists of machine- to-machine, person-to-person and person-to-machine communication.

17. 17 © Analysys Mason Limited 2010 Definitions of service segments and revenue types Market definition Table 2: Service segments [Source: Analysys Mason, 2010] Customer care market share report 2009 SegmentDefinition Mobile All mobile services, also referred to as wireless or cellular in some markets. Includes voice and data services. Mobile backhaul is included in business services when provided by another CSP. PSTNResidential and commercial switched voice services, including local and long-distance services. Business services Includes all CSP services apart from PSTN phone services provided directly to businesses or other CSPs. Includes frame relay, Internet access, hosting services, IP VPN, Ethernet, managed IT services and wholesale carrier services. Residential broadbandHigh-speed data networking (primarily xDSL, FTTx, HFC and cable) and all the services based on this network access, including ISP, VoIP and IPTV services. Table 3: Revenue types [Source: Analysys Mason, 2010] Revenue typeDefinition Product Includes licence software and maintenance. We also apply a portion of SaaS and managed services revenue to this category. Product-related services Installation and configuration of product software supplied. Usually, but not necessarily, provided by the ISV. Professional servicesNon-product related services that are often provided by a systems integrator or by the CSP’s IT department (e.g. bespoke development, data cleansing and loading, customised software extensions, product integration with legacy systems). These are not included in this report.

18. 18 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Business environment Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

19. 19 © Analysys Mason Limited 2010 Overall telecoms market growth was dampened, except in specific technological and geographical areas Business environment Economic downturn Much less capital was spent on network infrastructure than before 2009. Investment rose in communications software related to new customer acquisition and increased ARPU CSPs had more need to reduce operational costs, but made little investment to accomplish this The rate of deployment of new BSSs and OSSs decreased in every region except CALA and MEA, but existing projects continued and were expanded Evolution to IP-based networks and services The focus of new services has shifted from the network layer to the services layer and from management of individual services to increasingly complex service bundles The network’s rapid ability to support new services and the consumers’ desire for new and changing bundles has outstripped the ability of the customer care systems to adapt. This is necessitating new feature functionality and new federated architecture to reduce the time to prepare systems and people for change Data services growth New multimedia services delivered via fixed broadband, such as IPTV, VoIP and video conferencing, drove the need for higher-capacity NGA infrastructure, such as GPON and FTTx, and the customer care functions to support them and their associated service bundles, often involving partner companies Mobile CSPs introduced video services, application stores and ecommerce sites that required new or enhanced BSS and OSS solutions Growth markets opening to mobile competition Smaller (Tier-3) CSPs are adopting turnkey solutions (‘build-operate-transfer’) to enable rapid service launches with trusted managed-service partners Larger (Tier-1 and Tier-2) CSPs are investing in growth markets – for example, Telecom Italia and Telefónica are investing in CALA and Etisalat and Vodafone in India Increased competition drives better customer service, requiring advanced customer care capabilities Customer care market share report 2009

20. 20 © Analysys Mason Limited 2010 Regional customer care outlook for 2010 Business environment NA Telecoms spending will increase in this region IPTV will drive new service bundles that need more- complex customer care Mobile service bundles will become more complex and varied as more video services are introduced Selling partner products, either through walled gardens or open platforms via double-sided business models, will make customer care more complex CALA Regulatory pressure could limit growth Telecoms spending will continue to increase slowly Turnkey projects for new entrants will continue Dominant CSPs, such as América Móvil/TELMEX, Cable & Wireless, Columbus Communications, Digicel, Telefónica and Telecom Italia, will continue to dictate the pace of this region EMEA Telecoms spending will increase in this region Increases in mobile data speeds will drive new data services and service bundles, requiring easily adaptable customer care systems Maturation of the services layer will support many new services, which will need to be implemented quickly and to support instant provisioning IPTV deployments are expected to increase APAC Telecoms spending will continue to grow in this region China will remain a relatively closed customer care market, dominated by AsiaInfo, Huawei and ZTE The Indian market will continue to grow Maturation of the services layer will support many new services, which will need to be implemented quickly in the OSSs, BSSs and the agents’ procedures Customer care market share report 2009

21. 21 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Market shares Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

22. 22 © Analysys Mason Limited 2010 Customer care overall market shares in 2009 The overall market revenue for customer care was USD2.118 billion in 2009. The top-six suppliers accounted for 64% of the market. New- found visibility of the Chinese market caused us to increase our estimate of the size of the customer care market and to restate our 2008 numbers. Generally speaking, the leading vendors enjoyed modest growth in customer care revenue from 2008 to 2009. AsiaInfo increased its revenue by growth inside China, but it is also looking to expand outside China. Huawei grew within China, but also placed CRM products in CSPs in other emerging markets and gained a foothold in Western Europe. This is the first year in which we have covered Huawei in customer care. Market shares Figure 5: Customer care market shares by revenue, worldwide, 2009 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 The ‘other’ category includes: Avaya, BroadVision, CBOSS, Comverse, CSG, Ericsson, Genesys (an Alcatel-Lucent company), Infor, Microsoft and salesforce.com, with an aggregate market share of 15%, and many other small vendors, with an aggregate market share of 21%.

23. 23 © Analysys Mason Limited 2010 Customer care product market shares in 2009 The overall product revenue for customer care software was USD1.324 billion in 2009. The top- six suppliers accounted for 65% of the market. No major consolidation occurred in the market. Oracle, with its highly product-focused strategy, continued as the top product supplier. Amdocs, although it has been moving more towards services in customer care (from 60% to 75% services over the last three years), still commands second place in product revenue. SAP and Convergys maintained their positions as the number of subscribers in their embedded bases grew. Coverage of Huawei started this year. Huawei commands fifth place in the global market for customer care products. Avaya continues with its IVR and Web-enabled systems, taking sixth place in product market share. Market shares Figure 6: Customer care product market shares by revenue, worldwide, 2009 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 ‘Product’ includes licence software, maintenance and the portion of managed services and SaaS revenue attributed to products.

24. 24 © Analysys Mason Limited 2010 Customer care product-related services market shares in 2009 The overall market revenue for customer care product-related services was USD794 million in 2009. The top-six suppliers accounted for 67% of the market. Amdocs strengthened its focus on services, moving from 60% services to 75% services in 2009 for customer care. This is still a long way from the overall company split of 92% services and 8% products. Huawei took second place. This is the first year we have covered Huawei customer care systems. Convergys continues with 7% of the market. Oracle contracted to provide more services than ever before in most segments, but stayed with its product-based strategy in customer care. AsiaInfo increased its base of customer care services. salesforce.com continues to be a major player, with its basic CRM system. Market shares Figure 7: Customer care product-related services market shares by revenue, worldwide, 2009 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 ‘Product-related services’ includes installation and basic configuration of product software supplied. Examples are data cleansing and loading, the product templates in a CRM system, the basic process definitions for an EOC system and loading the various product and service catalogues with CSP- specific information.

25. 25 © Analysys Mason Limited 2010 CRM market shares in 2009 Global CRM market revenue was USD910 million in 2009. This is substantially more than the USD750 million reported in last year’s report. This does not represent growth in the market so much as the fact that, for the first time, we have visibility into the Chinese market for customer care. This is larger than we had estimated in earlier reports. The top-six suppliers accounted for 75% of the commercial CRM market. This market is much more consolidated than most other BSS or OSS markets. The order of the market leaders was the same in 2009 as in 2008, except that Huawei appeared, with 5% of the global market. This is the first year in which Analysys Mason has covered Huawei products in customer care. Tribold is for the first time in the list of significant other vendors. We classify its PLM functions, and MC and EOC functions, in the CRM category. Market shares Figure 8: Customer care CRM market shares by revenue, worldwide, 2009 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 The ‘other’ category includes:AsiaInfo, Comverse, eGain Communications, NetSuite, Pegasystems, salesforce.com, Sterling Commerce and Tribold.

26. 26 © Analysys Mason Limited 2010 Top six CRM vendors in 2009 Oracle continues to build on its installed base of Siebel CRM, adding new functionality and providing preconfigured solutions for faster implementation. In 2009, it also introduced a retail store management solution for telecoms, building on its experience in general retail management. Oracle announced that a reference implementation of its full suite had been implemented in the facilities of eight SIs worldwide. 1 In 2009, Amdocs released Amdocs CES 8, including major new functionality in retail management software, an online store that CSPs can use themselves or provide to third parties, CSR capabilities to discover and diagnose smartphones and product lifecycle management software. Amdocs also announced a BSS implementation pack, a packaging of preconfigured software that includes best current practices in customer care and billing aimed at CSPs in emerging markets. 2 SAP continues to offer its telecoms CRM solution, as one of many industries that it supports. SAP and Microsoft are the only major vendors that do not offer their own billing products. Huawei provides a comprehensive set of CRM capabilities that can be implemented on a standalone basis or together with the other Huawei customer care and billing components. It has customers in China and the emerging markets of EMEA, as well as in Western Europe. Infor, formerly SSA Global, continues to offer its Epiphany-based CRM solution to the telecoms market, as one of many markets it serves. Bell Canada is one of its major telecoms customers. Microsoft’s Dynamics CRM has long been offered to the telecoms industry as a simple alternative to more- sophisticated CRM systems. However, Microsoft’s recent moves to form partnerships with other ISVs in the telecoms field signals more focus in this area. Customer care market share report 2009Market shares 1 For more detail, see Mortensen, Mark H., Oracle Communications customer care profile, Analysys Mason, (London, 2009). 2 For more details, see Mortensen, Mark H., Amdocs: customer care, Analysys Mason, (London, 2010).

27. 27 © Analysys Mason Limited 2010 Subscriber management overall market shares in 2009 Overall subscriber management market revenue grew slowly to USD621 million in 2009 from a restated 2008 base of USD601 million. The growth of subscriber management systems is dependent upon, and mirrors, the growth of the related billing systems as the number of subscribers in existing installations continues to grow. These are supplemented by some new billing systems for new services offered by existing CSPs and for new mobile CSPs in emerging markets. Amdocs continued as the leader with a 31% market share. 1 Convergys and Oracle also maintained their positions. AsiaInfo moved from sixth to fourth place between 2008 and 2009. Huawei made its first appearance in the list. Comverse maintained its position in the top six. Market shares Figure 9: Customer care subscriber management market shares by revenue, worldwide, 2009 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 The ‘other’ category includes: CBOSS, Cerillion Technologies, CGI, Comarch, CSG, Ericsson, Intec Telecom Systems, Orga Systems, Redknee, UshaComm and many smaller vendors. 1 For more information, see Mortensen, Mark H., Amdocs: customer care, Analysys Mason, (London, 2010).

28. 28 © Analysys Mason Limited 2010 Customer interaction overall market shares in 2009 Global activation market revenue in 2009 was USD585 million, representing 5% more than the restated 2008 revenue of USD558 million. The customer interaction market continues to grow as CSPs increasingly move towards self- service and as consumers become adept at using Web interfaces, social networking resources and other automated customer interaction methods. The top six suppliers accounted for 69% of the market, from 71% in 2008. The order of the top five market leaders was the same in 2009 as in 2008. Huawei took the sixth place position with its Web portal, IVR and other offerings. Market shares Figure 10: Customer care customer interaction market shares by revenue, worldwide, 2009 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 The ‘other’ category includes: AsiaInfo, Art Technology Group (ATG), BroadVision, Comverse, CSG, intelligente informationssysteme (iisy), Irdeto, KANA Software, RightNow Technologies, SAP and other smaller vendors.

29. 29 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Vendor analysis Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

30. 30 © Analysys Mason Limited 2010 Figure 11: Amdocs’ customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Amdocs Vendor analysisCustomer care market share report 2009 Figure 12: Amdocs’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010] Strengths Amdocs has a 19% market share based heavily on the strength of subscriber management that is tied closely to its billing systems, where it dominates the market CRM capabilities are based on its acquired Clarify products, on which it has been building quickly and which are used independently by some CSPs and non-CSP customers New retail store solution is targeted at mobile CSPs Weaknesses Overall, Amdocs’ competency is more in serving the full set of needs of a limited number of customers than in acquiring new ones. It is weaker in emerging markets than some leading competitors. It failed to break through in China and withdrew from a relationship with Longshine Excels at large transformation projects, which have been few during the economic difficulties Overall company performance has not met expectations Strategic direction Offers enhanced, integrated offerings that build on the technical and market strength of its other components Offers preconfigured solutions for fast, less-expensive implementations – especially for emerging markets Table 4: Amdocs analysis [Source: Analysys Mason, 2010]

31. 31 © Analysys Mason Limited 2010 Figure 13: AsiaInfo’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] AsiaInfo Vendor analysisCustomer care market share report 2009 Table 5: AsiaInfo analysis [Source: Analysys Mason, 2010] Figure 14: AsiaInfo’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010] Strengths AsiaInfo Holdings, of Beijing, China, is one of Fortune’s 100 fastest growing companies. It offers OSS and BSS solutions and services to telecoms operators in China through its AsiaInfo Technologies division. It also supplies IT security products and services to small and medium-sized enterprises in China through Lenovo-AsiaInfo. It provides over 30% of China’s CRM systems The Chinese market has been little affected by the economic downturn of the rest of the world Weaknesses Focused solely on the Chinese market up to this point. Depends on China Mobile for 60% of its revenue Strong orientation towards services makes the company less scalable Strategic direction Opened an office in Singapore to serve as a launching pad for its expansion into the general APAC region and beyond

32. 32 © Analysys Mason Limited 2010 Figure 15: Avaya’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Avaya Vendor analysisCustomer care market share report 2009 Strengths Avaya, of Basking Ridge, NJ, USA, provides enterprise communications systems, including unified communications, contact centres and related services. Its IVR systems are widely used in telecoms to provide customer self-care support Weaknesses The IVR market is slowly decreasing as Web-enabled technologies take hold Telecoms is not a focus market for Avaya Strategic direction Enhancing its IVR with easier-to-use configuration capabilities Providing Web-based self-service capabilities Table 6: Avaya analysis [Source: Analysys Mason, 2010] Figure 16: Avaya’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

33. 33 © Analysys Mason Limited 2010 Figure 17: BroadVision’s customer care, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] BroadVision Vendor analysisCustomer care market share report 2009 Strengths BroadVision, of Redwood City, CA, USA, is a public company that provides enterprise software applications, including business portals, ecommerce platforms, technical authoring and knowledge and content management Has over 40 key telecoms clients, including France Telecom, Japan Telecom, O2, SOFTBANK TELECOM, Telecom Italia, TeliaSonera and Vodafone. Provides self-service Web applications, implemented as a part of its customer portal solutions Telecom Italia is reference customer. It implemented the BroadVision business portal for all three lines of business – consumer, business and wholesale Weaknesses Telecoms market is not a focus area Strategic direction Social-networking business-to-business platform, called ‘Clearvale’, that will be offered as a PaaS Table 7: BroadVision analysis [Source: Analysys Mason, 2010] Figure 18: BroadVision’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

34. 34 © Analysys Mason Limited 2010 Figure 19: Comverse’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Comverse Vendor analysisCustomer care market share report 2009 Strengths Comverse, of Wakefield, MA, USA, one of three business units of Comverse Technology, provides billing and customer care, as well as real-time charging and prepaid systems solutions to CSPs worldwide. Comverse acquired Kenan (billing and ancillary customer care) from CSG in late 2005 and Netonomy (customer self-service, billing analysis and point-of-sale solutions) in 2006 to become a leading customer care vendor Its customer care offerings, especially in the CRM area, are marketed under the ‘Active Customer Management’ arm of Comverse ONE. They include campaign management, sales force automation and customer call centre and customer self- service capabilities Focused on the telecoms market, with a good set of reference customers Weaknesses Mid-tier player Little marketing push Strategic direction Hosted services M2M support Table 8: Comverse analysis [Source: Analysys Mason, 2010] Figure 20: Comverse’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

35. 35 © Analysys Mason Limited 2010 Figure 21: Convergys’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Convergys Vendor analysisCustomer care market share report 2009 Strengths Convergys is a complex company offering many products and services to CSPs in the CRM, subscriber management and customer interaction areas Has built on its strong subscriber management, linked to its strong position in billing for CRM and customer interaction Provides outsourced customer care operations, from which it makes use of knowledge of CRM needs, although we do not include this revenue in our analysis Weaknesses Has suffered from softness in the outsourced customer care market Limited exposure to emerging markets, the site of growth Strategic direction Outsourced customer care centres, including home-based agents Sophisticated analytics for customer targeting, together with multi-modal and multi-channel customer interactions Partnership with Microsoft, packaging its Dynamics CRM with Convergys components for a turnkey BSS telecoms solution Table 9: Convergys analysis [Source: Analysys Mason, 2010] Figure 22: Convergys’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

36. 36 © Analysys Mason Limited 2010 Figure 23: CSG’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] CSG Vendor analysisCustomer care market share report 2009 Strengths CSG, of Denver, CO, USA, earns most of its revenue from providing outsourced billing and customer care to North American cable operators. Provision of these services is based on CSG’s own products Focus on telecoms market Weaknesses No exposure to emerging markets, where major growth is taking place Strategic direction Focus on gaining US cable and DBS customers for its outsourced services Enter other markets (utilities, content providers and healthcare) Table 10: CSG analysis [Source: Analysys Mason, 2010] Figure 24: CSG’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

37. 37 © Analysys Mason Limited 2010 Figure 25: Genesys’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Genesys Vendor analysisCustomer care market share report 2009 Strengths Genesys, an Alcatel-Lucent subsidiary, provides an overall customer contact centre platform for a wide variety of industries The Genesys IVR system is widely deployed in CSPs to provide customer self-care support. We count the software portion of IVR systems as part of our customer interaction segment Weaknesses IVRs are a declining business Strategic direction Move further towards Web-based self-care solutions Table 11: Genesys analysis [Source: Analysys Mason, 2010] Figure 26: Genesys’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

38. 38 © Analysys Mason Limited 2010 Figure 27: Huawei’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Huawei Vendor analysisCustomer care market share report 2009 Strengths Strong home market in China, with an impressive list of customers Customer care market leader in China and APAC region Good Eastern European customer base in emerging markets Early moves in Western Europe, in the Netherlands Low-cost provider Weaknesses Few top-tier customers outside China Very weak sales and delivery channels in North America Very limited, simple marketing Strategic direction Continue growth in markets outside China Expand channel coverage in developed markets Continue to grow out product line Table 12: Huawei analysis [Source: Analysys Mason, 2010] Figure 28: Huawei’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

39. 39 © Analysys Mason Limited 2010 Figure 29: Infor’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Infor Vendor analysisCustomer care market share report 2009 Strengths Infor, of Atlanta, GA, USA (formerly known as SSA Global), is an enterprise software vendor providing enterprise resource planning, CRM, enterprise asset management, financial management, performance management and supply chain management. Infor’s position in telecoms CRM comes from its 2005 acquisition of Epiphany Is the most common alternative to the big CRM suppliers Weaknesses Not strategically focused on telecoms market CRM is a small part of its portfolio Strategic direction Continue to serve current telecoms customers Table 13: Infor analysis [Source: Analysys Mason, 2010] Figure 30: Infor’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

40. 40 © Analysys Mason Limited 2010 Figure 31: Microsoft’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Microsoft Vendor analysisCustomer care market share report 2009 Strengths Microsoft, of Redmond, WA, USA, provides a multitude of software products to enterprises worldwide. Its Business Division offers Microsoft Dynamics CRM software, which is widely used as a platform by telecoms IT groups trying to establish their own basic customer care support with a minimum of complexity Focus on telecoms with new partnering strategy Weaknesses Only basic CRM capabilities at present Scalability has been an issue, but appears to be lessening Strategic direction New, more practical, partnership programme with other leading ISVs, such as Convergys and Redknee, to offer preconfigured packages Table 14: Microsoft analysis [Source: Analysys Mason, 2010] Figure 32: Microsoft’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

41. 41 © Analysys Mason Limited 2010 Figure 33: Oracle’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] Oracle Vendor analysisCustomer care market share report 2009 Strengths Oracle is the overall leader with a 26% market share, based on its strength in CRM with its Siebel product Strong SI relationships Strong global brand, especially important in emerging markets Well-articulated and marketed overall architecture that helps Oracle to sell additional modules, especially around its Siebel CRM system Weaknesses Product-centric strategy limits Oracle’s total revenue potential from deals and creates dependence on the SIs for successful implementations Strategic direction Preconfigured solutions for fast, inexpensive implementation Continue to deepen and broaden integrations between products according to the Oracle architecture Table 15: Oracle analysis [Source: Analysys Mason, 2010] Figure 34: Oracle’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

42. 42 © Analysys Mason Limited 2010 Figure 35: SAP’s customer care revenue, worldwide, 2008 and 2009 [Source: Analysys Mason, 2010] SAP Vendor analysisCustomer care market share report 2009 Strengths SAP provides a strong cross-industry software platform for a wide variety of back-office applications Its 4% market share is based on its position in CRM. SAP has a base of CSP customers, primarily in Europe. It has strengthened its overall position with the acquisition of Business Objects in 2008 Has global sales channel and delivery capability and a strong relationship with CSPs’ IT departments Weaknesses As the overall telecoms software area consolidates, SAP’s lack of telecoms-specific software limits its opportunities for customer care revenue Is delivering more of the services and applications itself, which has enabled it to grow faster than the market, but also makes it less attractive as a partner for SIs and ISVs Strategic direction Limited saleability to small CSPs in emerging markets, where growth is taking place Table 16: SAP analysis [Source: Analysys Mason, 2010] Figure 36: SAP’s customer care revenue by region, 2009 [Source: Analysys Mason, 2010]

43. 43 © Analysys Mason Limited 2010 Vendor analysis summary [1] Vendor analysis Table 17a: Comparison of customer care ISVs 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 Key:  = has a presence in the market  = has a notable presence in the market  = market leader. VendorOverall RegionMarket segment NACALAEMEAAPACMobilePSTNBusiness Residential broadband Amdocs  AsiaInfo  ATG  Avaya  BroadVision  Cadebill  CBOSS  CDG  Cerillion  CGI  Comarch  CommSoft  Comverse  ConceptWave  Convergys  CSG  eGain 

44. 44 © Analysys Mason Limited 2010 Vendor analysis summary [2] Vendor analysis Table 17b: Comparison of customer care ISVs 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 Key:  = has a presence in the market  = has a notable presence in the market  = market leader. VendorOverall RegionMarket segment NACALAEMEAAPACMobilePSTNBusiness Residential broadband Ericsson  ETI Software  Formula Telecom  FrontRange  Genesys  Huawei  iisy  Infor  Intec Telecom Systems  Irdeto  Kana  Martin Dawes  Martin Group  MetraTech  Microsoft  MIND  NetSuite  Onyx 

45. 45 © Analysys Mason Limited 2010 Vendor analysis summary [3] Vendor analysis Table 17c: Comparison of customer care ISVs 1 [Source: Analysys Mason, 2010] Customer care market share report 2009 1 Key:  = has a presence in the market  = has a notable presence in the market  = market leader. VendorOverall RegionMarket segment NACALAEMEAAPACMobilePSTNBusiness Residential broadband Oracle  Orga Systems  Pegasystems  Pivotal  Redknee  RightNow  salesforce.com  SAP  Sterling Commerce  Tribold  UshaComm 

46. 46 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Annexes Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

47. 47 © Analysys Mason Limited 2010 Document map Annexes Sub-segment definitions and deployment architecture Mergers and acquisitions Annexes: Sub-segment definitions and deployment architectureCustomer care market share report 2009

48. 48 © Analysys Mason Limited 2010 Customer relationship management (CRM) CRM software allows businesses to assemble, analyse and present large sets of data in order to manage their customer relationships more efficiently. CRM application software helps customer service agents to provide the best product and service offers, track service requests, initiate repair requests, respond intelligently and completely to customer queries, and provide the status of problems. It allows marketing to understand purchasing patterns and the effectiveness of new product and service campaigns and gives optimised information to the customer service agents to help them sell the best package of services and supporting hardware to the customers. CRM is the central repository of customer data that is used by sales, marketing, customer service and finance groups. The category also includes the product catalogue, including a possible master catalogue, which contains the master copy of the offerings made to the customer. It also includes enterprise order control systems that perform high-level order decomposition, sequencing and error handling, feeding individual fulfilment stacks. Figure 37: CRM system key functions [Source: Analysys Mason, 2010] Annexes: Sub-segment definitions and deployment architecture The value of a CRM system comes from its ability to target offerings to customers and to provide the agent or other channels with information for the efficient ordering of CSPs’ products. CRM systems differentiate themselves by their flexibility in process control, the ease of adding new products and their analytical features for targeted marketing and sales. Customer care market share report 2009 CRM Customer data master Product catalogue Bundles and offers Order handling Promotions and campaigns Sales force automation

49. 49 © Analysys Mason Limited 2010 Subscriber management Subscriber management software is service- specific in the process of establishing customer set-up and support. It is coded to the constraints of a specific service, which makes it more difficult to augment when new services are introduced on the network. Subscriber management systems embody the specific services available to customers, the constraints on those services and the means of supporting those services. Before there was CRM, subscriber management provided nearly all customer care support. The advent of CRM lessens the role of subscriber management. Today and in the future, CRM systems will focus on the customer and allow CSPs to present to the customer or customer care agent as complete a view as possible of all services used and available. CRM systems have also taken over such common, customer-centric functions as credit verification. Most subscriber management software is developed by the billing ISVs and bundled with their billing systems. Figure 38: Subscriber management system key functions [Source: Analysys Mason, 2010] Annexes: Sub-segment definitions and deployment architecture Benefits of subscriber management systems are based on the quick answering of customer questions on bills, orders and simple technical questions. Subscriber management systems differentiate themselves on the basis of their flexibility to adapt to new product offerings and on their ability to interface with other systems. Customer care market share report 2009 Subscriber management Order entry Bill enquiry and payments First-line customer support Interface to billing for customer data

50. 50 © Analysys Mason Limited 2010 Customer interaction Customer interaction software automates the initial point of contact between the customer and the CSP. Customer interaction includes IVR, Web self service, contact centre, point of sale, SMS and USSD support. Customer interaction software includes machine-to-machine, person- to-person and person-to-machine communication. CSPs are increasingly using many channels to allow customers to interact in the manner and at the time they choose. At the same time, most of the spending decisions on customer interaction revolve around reducing call centre staff costs. Retail store management systems are included in this category, although they constitute a very small part of the market in 2009. We do not include the CTI equipment or IVR hardware in this category. Figure 39: Customer interactions system key functions [Source: Analysys Mason, 2010] Annexes: Sub-segment definitions and deployment architecture Benefits of customer interaction systems centre around decreasing the cost of customer care through self-service. Modern customer interaction systems differentiate themselves by their flexibility of configuration for new products, their integration capabilities with other systems and their cost to prepare and load information. Customer care market share report 2009 Customer interaction Contact centres Web self care IVR Retail outlets Mobile handset self care and USSD

51. 51 © Analysys Mason Limited 2010 Modern customer care flow Customer care, comprising CRM, subscriber management and customer interaction is shown interacting with customers via self-care methods (such as IVR and self-care Web portals), customer service agents in call centres and other agents. These systems interact primarily with subscriber, billing and product data. Data in these systems is maintained by other major systems or a commercial ‘enterprise’ data manager or custom- built data manager. Customer care systems also interact with other back-office systems, such as order management in the service fulfilment segment. Although customer interaction systems are shown as the only interface to the customer, information or windows from subscriber management and CRM systems typically support many of the advanced functions for customer interaction. Annexes: Sub-segment definitions and deployment architecture Figure 40: Modern customer care information flow [Source: Analysys Mason, 2010] Customer care market share report 2009 Customer care Subscriber data Product data Billing data Real-time charging Subscriber management CRM Customer interaction Customer Customer service agent Signalling networks (SS7, SIP, IMS)

52. 52 © Analysys Mason Limited 2010 Document map Annexes Sub-segmentdefinitions and deployment architecture Mergers and acquisitions Annexes: Mergers and acquisitionsCustomer care market share report 2009

53. 53 © Analysys Mason Limited 2010 Customer care mergers and acquisitions Table 18: Customer care mergers and acquisitions, 2005 to June 2010 [Source: Analysys Mason, 2010] Customer care market share report 2009Annexes: Mergers and acquisitions DateBuyerSellerTransaction value (USD million) May 2010IBMAT&T (sold Sterling Commerce)1480 Feb 2010Progress SoftwareSavvion49 2009AsiaInfoLinkage Technologies1800 2009NuanceSpinVox102.5 2008AmdocsChangingWorlds60 2008AmdocsApproxiMATCHN/a 2008ConvergysIntervoice335 2007AmdocsSigValue54 2007EricssonLHS471 2007SAPBusiness Objects6700 2006AmdocsQpass275 2006ComverseNetonomy19 2006OracleMetaSolv Software219 2006OraclePortal Software220 2005AmdocsLongshine Information Technology Company30 2005ComverseCSG (sold Kenan)251 2005OraclePeopleSoft10 600 2005OracleSiebel Systems5850

54. 54 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: Author, copyright and key to acronyms Author, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

55. 55 © Analysys Mason Limited 2010 Customer care market share report 2009Author, copyright and key to acronyms Author Mark H. Mortensen (Principal Analyst) is the lead analyst for Analysys Mason’s Customer Care and Service Fulfilment research programmes, which are part of the Telecoms Software research stream. His primary areas of current research include customer self-care, IT asset management and CMDBs and enterprise order control and master catalogues. The first 20 years of Mark's career were spent at Bell Laboratories, where he specialised in starting software products for new markets and network technologies and in the interaction of software with the underlying network hardware. Mark was Chief Scientist of Management Systems at Bell Labs, and has also been president of his own OSS strategy consulting company, CMO at the inventory specialist Granite Systems, VP of Product Strategy at Telcordia Technologies, and SVP of Marketing at the network planning software vendor VPIsystems. Mark holds an MPhil and a PhD in physics from Yale University and has received two AT&T Architecture awards for innovative software solutions. He is also an adjunct faculty member of UMass Lowell in the College of Management.

56. 56 © Analysys Mason Limited 2010 Customer care market share report 2009Author, copyright and key to acronyms Copyright Published by Analysys Mason Limited, Bush House, North West Wing, Aldwych, London WC2B 4PJ, UK Tel: +44 (0)20 7395 9000; Fax: +44 (0)20 7395 9001; Email: research@analysysmason.com; Web: www.analysysmason.com/research Registered in England No. 5177472 © Analysys Mason Limited 2010 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the prior written permission of the publisher. ISBN 978 1 906881 30 6. Disclaimer Analysys Mason Limited maintains that all reasonable care and skill have been used in the compilation of this publication. However, Analysys Mason Limited shall not be under any liability for loss or damage (including consequential loss) whatsoever or howsoever arising as a result of the use of this publication by the customer, his servants, agents or any third party. Analysys Mason Limited recognises that many terms appearing in this report are proprietary; all such trademarks are acknowledged and every effort has been made to indicate them by the normal UK publishing practice of capitalisation. However, the presence of a term, in whatever form, does not affect its legal status as a trademark. The opinions expressed are those of the stated author only.

57. 57 © Analysys Mason Limited 2010 Key to acronyms [1] APACAsia–Pacific region ARPUAverage revenue per user BSSBusiness support system CALACentral and Latin America CMDBConfiguration management data base CRMCustomer relationship management CSPCommunications service provider CTIComputer–telephony integration DBSDirect broadcast by satellite EMEAEurope, the Middle East and Africa EOCEnterprise order control eTOMEnhanced Telecom Operations Map FAQFrequently asked question FTTxFibre to the x GPONGigabit Passive Optical Network HFCHybrid fibre coax(ial) IPTVInternet Protocol TV ISPInternet service provider ISVIndependent software vendor ITInformation technology IVRInteractive voice response M2MLocal number portability MCMaster catalogue MEAMiddle East and Africa NANorth America NEMNetwork equipment manufacturer NGANext-generation access network OMOrder management OSSOperations support system PaaSPlatform as a service PLMProduct lifecycle management PSTNPublic switched telephone network Author, copyright and key to acronymsCustomer care market share report 2009

58. 58 © Analysys Mason Limited 2010 Key to acronyms [2] Author, copyright and key to acronyms SaaSSoftware as a service SISystems integrator SMESmall or medium-sized enterprise SMSShort Message Service SOAService-oriented architecture USSDUnstructured Supplementary Services Data VoIPVoice over Internet Protocol xDSLGeneric digital subscriber line Customer care market share report 2009

59. 59 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: List of figures and tables Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

60. 60 © Analysys Mason Limited 2010 List of figures and tables [1] Figure 1: Customer care market shares by revenue, worldwide, 2009 Figure 2: Customer care market shares by revenue, 2008 and 2009 Figure 3: Customer care market shares by region, 2008 and 2009 Figure 4: Telecoms software market segments Figure 5: Customer care market shares by revenue, worldwide, 2009 Figure 6: Customer care product market shares by revenue, worldwide, 2009 Figure 7: Customer care product-related services market shares by revenue, worldwide, 2009 Figure 8: Customer care CRM market shares by revenue, worldwide, 2009 Figure 9: Customer care subscriber management market shares by revenue, worldwide, 2009 Figure 10: Customer care customer interaction market shares by revenue, worldwide, 2009 Figure 11: Amdocs’ customer care revenue, worldwide, 2008 and 2009 Figure 12: Amdocs’s customer care revenue by region, 2009 Figure 13: AsiaInfo’s customer care revenue, worldwide, 2008 and 2009 Figure 14: AsiaInfo’s customer care revenue by region, 2009 Figure 15: Avaya’s customer care revenue, worldwide, 2008 and 2009 Figure 16: Avaya’s customer care revenue by region, 2009 List of figures and tablesCustomer care market share report 2009

61. 61 © Analysys Mason Limited 2010 List of figures and tables [2] Figure 17: BroadVision’s customer care, worldwide, 2008 and 2009 Figure 18: BroadVision’s customer care revenue by region, 2009 Figure 19: Comverse’s customer care revenue, worldwide, 2008 and 2009 Figure 20: Comverse’s customer care revenue by region, 2009 Figure 21: Convergys’s customer care revenue, worldwide, 2008 and 2009 Figure 22: Convergys’s customer care revenue by region, 2009 Figure 23: CSG’s customer care revenue, worldwide, 2008 and 2009 Figure 24: CSG’s customer care revenue by region, 2009 Figure 25: Genesys’s customer care revenue, worldwide, 2008 and 2009 Figure 26: Genesys’s customer care revenue by region, 2009 Figure 27: Huawei’s customer care revenue, worldwide, 2008 and 2009 Figure 28: Huawei’s customer care revenue by region, 2009 Figure 29: Infor’s customer care revenue, worldwide, 2008 and 2009 Figure 30: Infor’s customer care revenue by region, 2009 Figure 31: Microsoft’s customer care revenue, worldwide, 2008 and 2009 Figure 32: Microsoft’s customer care revenue by region, 2009 List of figures and tablesCustomer care market share report 2009

62. 62 © Analysys Mason Limited 2010 List of figures and tables [3] Figure 33: Oracle’s customer care revenue, worldwide, 2008 and 2009 Figure 34: Oracle’s customer care revenue by region, 2009 Figure 35: SAP’s customer care revenue, worldwide, 2008 and 2009 Figure 36: SAP’s customer care revenue by region, 2009 Figure 37: CRM system key functions Figure 38: Subscriber management system key functions Figure 39: Customer interactions system key functions Figure 40: Modern customer care information flow Table 1: Customer care and its sub-segments Table 2: Service segments Table 3: Revenue types Table 4: Amdocs analysis Table 5: AsiaInfo analysis Table 6: Avaya analysis Table 7: BroadVision analysis Table 8: Comverse analysis List of figures and tablesCustomer care market share report 2009

63. 63 © Analysys Mason Limited 2010 List of figures and tables [4] Table 9: Convergys analysis Table 10: CSG analysis Table 11: Genesys analysis Table 12: Huawei analysis Table 13: Infor analysis Table 14: Microsoft analysis Table 15: Oracle analysis Table 16: SAP analysis Table 17a–b: Comparison of customer care ISVs Table 18: Customer care mergers and acquisitions, 2005 to June 2010 List of figures and tablesCustomer care market share report 2009

64. 64 © Analysys Mason Limited 2010 Document map Executive summary Recommendations Market definition Business environment Market shares Vendor analysis Annexes Document map: About Analysys Mason Authors, copyright and key to acronyms List of figures and tables About Analysys Mason Customer care market share report 2009

65. 65 © Analysys Mason Limited 2010 About Analysys Mason Analysys Mason is the preferred partner of telecoms, IT and media organisations worldwide. Through our global presence, we deliver strategy advice, operations support and market intelligence to leading commercial and public sector organisations in more than 80 countries. Our clients rely on our consulting and research services to make better business decisions. The intellectual rigour, operational experience and insight of our people have helped our clients to meet some of the toughest challenges they face within the industry. We have consistently delivered significant and sustainable business benefits to our clients during the past 20 years on issues ranging from advising on operator strategy and tactics, development of national sector regulation, through execution of major financial transactions, to the deployment of public and private network infrastructure. We are respected worldwide for the exceptional quality of our work, our independence and the flexibility of our teams in responding to client needs. We are passionate about what we do and are committed to delivering excellence to our clients. Analysys Mason offers two types of service: Consulting: We work with our clients to provide customised advice and support throughout the business cycle, helping major players to set strategy, plan for change and implement that change. We have worked on a wide range of projects that support our partners and help them to increase revenue, reduce costs, plan for the future and minimise risk. Research: We offer research programmes and custom research to help our clients to identify key strategic issues, formulate strategies, identify trends and opportunities, and measure performance. For more information visit our website at www.analysysmason.com. About Analysys MasonCustomer care market share report 2009

66. 66 © Analysys Mason Limited 2010 About Analysys Mason For more information about our research programmes and custom research services, please visit www.analysysmason.com/research. Analysys Mason provides a portfolio of research services that help organisations to understand major strategic shifts, as well as country- and region-specific trends, in the global telecoms industry. Through a combination of granular market data and forecasts, and independent qualitative analysis and insight, we enable clients to make informed strategic and tactical decisions, reduce risk and benchmark their business performance. Analysys Mason’s research portfolio Research from Analysys Mason Telecoms Networks Telecoms Software Wireless NetworksFixed Networks Service Assurance Billing Service Fulfilment SDP Strategies Telecoms Software Strategies Infrastructure Solutions Telecoms Software Market SharesTelecoms Software Forecasts Telecoms Market MatrixCore ForecastsCountry Reports Operators, Services and Markets Voice Mobile Broadband Mobile Content and Applications Fixed Broadband Enterprise Global Growth Markets Research programmesResearch streams Customer Care Customer care market share report 2009

67. 67 © Analysys Mason Limited 2010 Analysys Mason offers consulting services that span the entire business development cycle from strategy development, through planning and implementation, to review. We help clients in the public and private sectors to make the best possible business decisions on many key issues, including investment, strategy, policy, procurement, network roll-out and market entry. Analysys Mason advises clients in many industry sectors Consulting from Analysys Mason About Analysys Mason For more information about our consulting services, please visit www.analysysmason.com/consulting. Mobile operators Delivering value through strategy planning and implementation Media companies Helping to maximise revenue in converging markets Public sector organisations Providing ICT and procurement advice for emergency services and public bodies Regulators Establishing and implementing policy frameworks in telecoms and media markets Enterprise users Helping to maximise returns from investment in ICT Financial institutions Supporting vendors, sellers and financiers of industry transactions Fixed operators Defining new strategies, optimising service portfolios and supporting policy development Customer care market share report 2009