Norsk Telefoningeniørmøte 1992 - Telenor

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16 etter Televerkets inntekter. En forholdsvis betydelig datatrafikk - og noe annen trafikk - går imidlertid utenom Televerkets tjenester. Selv om tall for dette ikke foreligger, kan en anta at datadelen i diagrammet er dobbelt så stor som vist for 1991, mens de øvrige er stort sett som vist, hvis en ser på summen av Televerket og andre aktører det året. Figuren viser for øvrig ikke utviklingen av tjenestene helt korrekt. Eksempelvis er inntektene fra mobil-tjenestene en del av telefontjenesten i år 1987 og tidligere. Tidligere er de senere årenes prisreduksjoner omtalt. Det kan også være av interesse å se hvorledes tellerskritt-prisen har utviklet seg i den siste 40-års-perioden. Dette er framstilt i figur 6. De svarte søylene er tellerskrittprisen i nominell kroneverdi, mens de hvite søylene er den samme tellerskrittprisen omregnet til 1992 kronenivå ved hjelp av konsumprisindeksen. Figuren viser at tellerskrittprisen var høyest i 1974. I årene siden er prisen gått ned hvert eneste år, bortsett fra et hopp oppover i 1982. 8 Inn i en ny tid Telemarkedet fra monopol til konkurransemarked Norsk Telefoningeniørmøte 1992 - det 21. i rekken - markerer klart inngangen i en ny tid. Dette møtet er nesten i sin helhet orientert mot markedet - spesielt det internasjonale markedet, og mot muligheter, trusler og utviklingstendenser i et åpent europeisk marked. De faktorene som først og fremst vil påvirke utviklingen, er - Ny teknologi - Standardiseringer - Liberalisering - Reregulering - Internasjonalisering. Dette er ikke emner for mitt foredrag i dag, men vil komme med stor tyngde i etterfølgende foredrag. De 17. olympiske vinterleker på Lillehammer i 1994 De olympiske vinterlekene i 1952 innledet den tidsepoken mitt foredrag omfatter. Det er derfor interessant at Norge nå igjen er i gang med forberedelsene til å arrangere olympiske vinterleker. En kort sammenlikning mellom størrelsen av telekommunikasjonene i disse to arrangementene gjenspeiler også litt av utviklingen på 40 år. Det kan være en passende avslutning på foredraget. OL Oslo 1952 - Pressesenter i vestibylen på Hotell Viking - 72 sambandslinjer for telefon til utlandet (50 % økning fra tidligere) - “Amerikatelefonen” (2 radiosamband AM/FM), brukt både mot New York - og snudd mot Tokyo - “Billed-telegrafen” (faksimile) over radio til Hamburg og New York. (Ett papirbilde overføres i løpet av noen minutter) OL Lillehammer 1994 - Hovedpressesenter, 15 000 m2 / 80 Mkr, med plass til 1 100 journalister samtidig. I tillegg radio/TV-senter på 25 000 m2 / 530 Mkr. - Lokale pressesentre ute på hver arena - 6 500 offentlige tilknytninger for telefon og telefaks - 10 000 interne linjer i PABX-nett - 2 OL-telefonsentraler - 2 300 mobiltelefonkanaler i OLområdet - 12 000 mobiltelefoner (tilreisende) - 50 lokale TV-samband - 20 TV-samband mot utlandet - 24 Kabel-TV kanaler - 250 lydprogramsamband mot utlandet - 550 lydprogramsamband internt i området
Products and services for the international market VINCENT GARGARO The subject on which I have been asked to speak is Products and Services for the International Market. I would like to approach this subject by first of all discussing who are the customers and what are their needs we are trying to serve with these products and services. I would then like to put these needs into broad context, as requirements and trends that are being set for the telecoms industry and indicate some of the ways my company’s future is being governed by these trends. Before I begin, I would like to put my contribution into perspective. I am not an industry “guru” who has spent a lifetime evaluating this subject. Nor am I a corporate strategist from one of the big carriers. I am a line executive for a small but, nevertheless, important part of the world for the Sprint Corporation. As many of you may know, Sprint is the third largest long distance and international carrier in the United States. It also operates as a local Telephone Company in the United States in much the same way as the R Bocs. Its combined revenues are around $9 billion. Sprint captured the public eye in the mid- 80s when it deployed 37,000 kilometers of fibre optic cable in the USA to challenge the near monopoly of AT&T for long distance traffic. Subsequently, in the late 80s, it extended its fibre optic reach by deploying, in partnership with Cable & Wireless, the first private transatlantic fibre cable PTAT1. These moves have marked the way for Sprint into the nineties but perhaps I could return to that later. The area of my responsibility for Sprint is the UK, the Republic of Ireland, the Benelux and, I am happy to say, the Nordic Countries. Sprint has been very active in Norway. In 1989 we formed a joint venture company with the Norwegian Consulting firm EB, which was at that time called EB-Telenet. The company, based in Oslo, was very successful in implementing some major data communications systems with some major Norwegian customers like NTA, Fellesdata, Uni-Storebrand. Sprint acquired full ownership of that Company in 1990 and has since promoted the sale and support of all our products and services through this Company. Today we have one of our international switching nodes at our premises in Oslo. So, it may be that my contribution may have a regional perspective and I make no apology for that as it may reflect more accurately the international requirements and aspirations of users. One thing that we are all agreed on is that future trends will be increasingly dictated by the users needs. Technology, regulation, legislation and the suppliers themselves will all be subservient to meeting the needs of the users - the Customer - the people here today. So it would be an appropriate place to start by determining who are these customers - that have need of these international telecommunication products and services - and what do they require to satisfy their needs? It is my assumption that one of the major driving forces behind the telecommunications industry is the big multinational corporation or organisation. They have the most sophisticated needs and because of the critical importance to their business, it makes commercial sense for them to have these needs satisfied. The interesting question arises - Do these users really know what they want or are they so conditioned by what has been offered in the past, that their expressed needs fall far short of what, in a well ordered world, they could get. In very broad terms they have expressed very clearly what they want. “They want communications to play whatever role will maximise the efficiency of their business.” Obviously, the interpretation different following would be important. - They would want a range of services that meet their business needs. They would not want their business inhibited by the lack of a service. Neither do they particularly want to have to adapt to available services that do not fully meet their business needs. - They would certainly want service quality that was consistent or better than their own operational requirements. Quality of service would appear at the top of most users list. - They would want the availability of services to match their business development needs. Both in terms of new services and geographic reach. As their business expands they want their suppliers to be there waiting for them to assist in the expansion. Often these roles seem to be reversed. - They would view cost within the overall business context. Obviously, it would have to be cost-effective and all other things being equal, price would be a consideration, but it would be secondary to other criteria. These requirements are self evident especially if you are operating multinationally. Consider for one moment our immediate area of the globe. In recent years we have seen the emergence of the single European market, the new democracies in Central and Eastern Europe, the Unification of Germany and the disintegration of the Soviet Union. Large corporations are reacting to the realities of these regional and global markets. They are moving beyond centralized decision-making to distributed intelligence - be it in product management, finance, research, development or manufacturing. That intelligence is distributed throughout the organisation across divisional and geographic boundaries. They are moving towards a situation where it is the market that is important and not the country. What does this tell us about trends in the telecommunications industry? Well, if you were to ask the senior officials or top strategists in major corporations what they believed were the biggest obstacles to becoming truly multinational, it is likely that two issues would appear at the top of their list. One would be learning to work with the cultural differences inherent in any multinational organisation and the other would be the need to communicate effectively. In defining the latter point, they would mean communications in the broadest possible sense but nevertheless I am sure they would all accept that telecommunications should be a vital part of the solution and not an extension of their problems. It is this user requirement to operate multinationally in a cohesive and effective fashion that will dictate telecommunication strategy in the coming years. It is a need that has not been fully met by the telecommunications industry in the past. Traditionally, the 17
Page 2 and 3: Innhold Norsk Telefoningeniørmøte
Page 4 and 5: 4 Program Torsdag 21 mai Registreri
Page 7 and 8: Det er en stor ære for meg å stå
Page 9 and 10: 2 Det første 10-året: 1952 - 1962
Page 11 and 12: kommer også emner som har med drif
Page 13 and 14: 80 %. Sterk satsing fra driftsmilj
Page 15: Mkr 18 000 16 000 14 000 12 000 10
Page 19 and 20: have all heard the expression: “I
Page 21 and 22: Teleindustrien i forandring KARI BR
Page 23 and 24: og væremåte, er det mange mulighe
Page 25 and 26: 140 34 2 Figur 3 Integrasjon av PDH
Page 27 and 28: slik at investeringene i PDH-nettet
Page 29 and 30: Kommunikasjonsløsninger i 90-åren
Page 31 and 32: Datatjenester i GSM SIRI EGGESBØ 1
Page 33 and 34: Oktett 0 1 2 3 4 5 6 7 8 9 Bit numm
Page 35 and 36: Sikkerhetskrav og realisering av di
Page 37 and 38: decision will be enforced by an acc
Page 39 and 40: 4.2 Security Management Functions S
Page 41 and 42: Bedriftsintern trådløs kommunikas
Page 43 and 44: Base-station → Handset 1 2 3 4 5
Page 45 and 46: antall basestasjoner som kan tilkny
Page 47 and 48: Introduksjon av IN (Intelligent Net
Page 49 and 50: Nødvendige ressurser for tjenesteb
Page 51 and 52: (dialogene) som er nødvendige for
Page 53 and 54: Lokal infrastruktur Privat nettverk
Page 55 and 56: tar tidspunkt for introduksjon med
Page 57 and 58: - Flere virtuelle forbindelser kan
Page 59 and 60: funksjonalitet for abonnenters egne
Page 61 and 62: Nytteverdi * NMT, GSM, DCS 1800 Dat
Page 63 and 64: Testsvitsj for bredbånds ISDN TRON
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nye teletjenester er i ferd med å
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hverandre så tidlig som i 70-åren
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LOS - Lange Optiske Sjøkabelsystem
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Bedriftsintern kommunikasjon - sams
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sentral-leverandør må implementer
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VPN - Bedriftskommunikasjon FRODE S
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S Ekspedient ISDN felles aksess mot
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Fjernarbeid - en teleteknisk utford
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arbeidsgiverorganisasjoner er aktø
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Mobilitet - nye utfordringer og mul
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Norge - en god plattform for ekspor
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Satellittkommunikasjon er for tiden
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utviklingskontrakt for sitt eget te
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Key trends in telecommunications Al
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its initial configuration, the A157
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a willingness to support large infr
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Televerket som en av flere operatø
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- Bedre koordinering av ressursene
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Rammebetingelser for teleoperatøre
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Utfordringer i VØT-markedet KNUT O
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Innenfor datamarkedet er VØT det h
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Televerkets internasjonale satellit
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Ågesta, utenfor Stockholm. Den uun
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Ingen kommentarer til Birkelands fo
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Norsk Telefoningeniørmøte 1992 - Telenor

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