| This report provides an update on Ericsson's mobile | | | | UMTS/HSPA business |
| infrastructure strategy at a time when mobile | | | | UMTS and HSPA+ are here to stay |
| broadband is finally taking off. We believe Ericsson is | | | | UMTS and HSPA+ will play a key role in Ericsson's |
| well positioned to accommodate the different | | | | mobile broadband strategy |
| timelines that operators will adopt for LTE worldwide. | | | | Examples of key UMTS/HSPA radio equipment wins |
| Ericsson has been able to secure several LTE deals | | | | at Ericsson |
| with front-runners such as Verizon Mobile and | | | | Ericsson's mobile core business |
| TeliaSonera. Being selected by the US operator, and | | | | Mobile softswitch and media gateway products |
| with the acquisition of Nortel's CDMA and LTE assets, | | | | GGSN and SGSN products |
| Ericsson is well positioned to tap the LTE migration | | | | Policy management becoming critical in the mobile |
| opportunities of 3GPP2 operators. While several | | | | broadband context |
| CDMA operators are LTE front-runners, many HSPA | | | | TD-SCDMA business |
| operators are in less of a rush to go to LTE. That's | | | | Ericsson is far behind local vendors for TD-SCDMA |
| certainly not an issue for the Swedish vendor, which | | | | Ericsson has to be active in TD-SCDMA because of |
| will leverage its large UMTS/HSPA installed base to | | | | the future TD-LTE market opportunity |
| sell HSPA+ software in the meantime. | | | | LTE/SAE business opportunity |
| HTML clipboard | | | | Insert heading 3 |
| Table of Contents : | | | | Ericsson's LTE portfolio |
| Executive summary | | | | Ericsson's SAE/EPC portfolio |
| In a nutshell | | | | List of Tables |
| Ovum view | | | | Table 1: Examples of operators using solar-powered |
| SWOT analysis | | | | solutions from Ericsson |
| Strengths | | | | Table 2: Ericsson's top ten markets (% of total |
| Weaknesses | | | | revenues) |
| Opportunities | | | | Table 3: Selected vendors' public HSPA+ rollouts, trials |
| Threats | | | | and plans (as of 3Q09) |
| Overview of Ericsson's mobile infrastructure business | | | | List of Figures |
| Overview of Ericsson's organisation | | | | Figure 1: Ericsson organisational business structure |
| Financial performance | | | | Figure 2: Segment split of Ericsson's quarterly |
| Ericsson's financial performance in the first three | | | | revenues since 1Q08 |
| quarters of 2009 | | | | Figure 3: Ericsson's North American business |
| Ericsson acquires Nortel's CDMA and LTE businesses | | | | post-acquisition |
| The Ericsson–Nortel deal | | | | Figure 4: Ericsson's vision of broadband evolution |
| CDMA assets strengthen Ericsson's position in North | | | | Figure 5: Ericsson's energy-efficiency goals for its |
| America | | | | GSM and WCDMA BTS, 2005–08 |
| Focus on Nortel's LTE assets | | | | Figure 6: Evolution of annual CO2 emissions per |
| Ericsson's blow to NSN | | | | subscriber using Ericsson's equipment |
| High-level analysis of Ericsson's mobile infrastructure | | | | Figure 7: Ericsson Tower Tube |
| business strategy | | | | Figure 8: Non-exhaustive list of deployed green sites |
| Strong focus on mobile broadband | | | | by Ericsson |
| Green initiatives for Ericsson's mobile infrastructure | | | | Figure 9: Ericsson's Evo RAN approach |
| Power consumption optimisation software | | | | Figure 10: Ericsson's roadmap for HSPA/HSPA+ |
| New site design | | | | Figure 11: From 18 regional MSC Servers to one MSC |
| Adoption of alternative power sources | | | | Server Blade Cluster pool |
| Cost-efficient mobile solutions | | | | Figure 12: Ericsson's strategy to introduce LTE |
| Ericsson's Evo RAN strategy – one radio network | | | | support in the RAN |
| for all radio technologies | | | | Figure 13: Ericsson's RBS 6000 series |
| GSM/EDGE business | | | | Figure 14: Ericsson's evolved packet core portfolio |
| Ericsson leads the GSM infrastructure market | | | | For more information please visit: |
| Ericsson's GSM business development strategy to | | | | PH.NO. |
| bridge the digital divide | | | | |