Home / Healthcare / Telemedicine and M-Health Convergence Market, Shares, Strategies and Forecasts, Worldwide, 2013 to 2019

Telemedicine and M-Health Convergence Market, Shares, Strategies and Forecasts, Worldwide, 2013 to 2019

Published: Jan 2015 | No Of Pages: 879 | Published By: Winter Green Research

WinterGreen Research announces that it has published a new study Telemedicine and M-Health Convergence Market, Shares, Strategies and Forecasts, Worldwide, 2013 to 2019. The 2013 study has 879 pages, 299 tables and figures. Worldwide markets are poised to achieve significant growth as the telemedicine systems merge with the smart phone systems of engagement to provide a way to improve clinical care delivery to patients with chronic disease, decreasing hospitalizations and visits to the emergency room. There is a convergence of telemedicine and m-health as the patients become more responsible for their own care delivery and their own health Clinical telemedicine services converge with m-health systems of engagement to lower cost of care and improve quality of care. Tele-medicine and M-Health Market Convergence driving forces relate to an overall trend toward ordinary people taking more responsibility for their own health. This trend has been more prevalent for women in the past 100 years than for men because women used to die very young and they had to learn how to keep themselves healthy. Women have been able to reverse this trend of dying young and to live longer than men in the past 40 years, illustrating that paying attention to health is important.

Healthcare patient, physician, and facility decision support markets are forecast based n the broad availability of smartphones combined with the IBM Watson technology that Watson offers Interactive Care Insights for Oncology. The cognitive systems use insights gleaned from the deep experience of Memorial Sloan-Kettering clinicians. Watson is positioned to permit clinicians to provide individualized treatment.

More options are based on patient medical information. IBM Watson in combination with Memorial Sloan-Kettering Cancer Center has information that represents the synthesis of a vast array of updated and vetted treatment. It is able to compute individual treatment guidelines. This represents a revolution in cancer treatment care and presages a major revolution in all healthcare treatment and diagnosis.

Because Watson is able to leverage published research it can stay more current than any clinician or group of clinicians can. Watson-is a cognitive computing system. The aim of Watson is to streamline the healthcare delivery process. Watson supports the healthcare decision making process. The system has the ability to ensure evidence-based care is provided.

Both tele-medicine and m-health contribute to healthcare delivery in the home. M-health will surely be delivered over the smart phone. Tele-medicine is evolving toward smart phone device delivery as well.

The cost of tele-medicine for the US veterans administration is $1,600 per patient per annum. This is substantially less than other NIC programs and nursing home care which can easily run to $100,000 per annum. VHA's experience is that an enterprise-wide home tele-medicine implementation is an appropriate and cost-effective way of managing chronic care patients in both urban and rural settings.

Chronic disease conditions are best treated early on when there is a change in patient condition and an early intervention can make a difference. It is even better to treat them in a wellness treatment environment before there are indications of chronic disease, before symptoms develop, by addressing lifestyle issues early on.

Left to their own judgments, some patients typically are apt to make terrible decisions relating to their personal health either because of ignorance, genetic inheritance, or because of lifestyle habit. The ability to accurately access patient condition via a combination of advanced testing and telemonitoring creates the opportunity to intervene when what is called for clinically can make a difference, and permits provision for education regarding healthy living in a way that is likely to create compliance with clinician recommendations.

Home telemonitoring programs need to use advanced technology. Effective monitors support patient education. They support timely clinician intervention based on real vital signs data gathered on a daily basis. Health care for patients with congestive heart failure has been shown to be successful in reducing hospitalizations and trips to the emergency department, making these critical measures unnecessary in many cases.

Home patient monitoring means two things: the imminent rise of the expert patient whom the health authorities anticipate would self-manage his long-term medical conditions and the prominence of mobile devices as the go-between for clinicians and patients.

Telemedicine markets are emerging software markets. The consumer tablet computers are poised to become ubiquitous and inexpensive. As this happens telemedicine is becoming a fee for services much as a cell phone. The software runs on industry standard tablet computing devices. Clinicians gather patients information on a daily basis and provide consultation and intervention as needed for chronic conditions.

Telemedicine now delivered on proprietary devices is becoming obsolete. The Honeywell / Samsung strategic alliance represents the model that works. Telemedicine market analysis indicates that the price points are way below device costs and that companies are seeking to gain market share by working with clients.

Telemedicine device and software companies recognize that their revenue stream will come from services delivery. Just as cell phones are paid for in conjunctions with the services contracts, so also the telemedicine applications will be paid by insurance. In some cases the insurance companies recognize that their long term costs are lower by delivering clinical intervention to try to impact lifestyle for patients with chronic disease conditions.

The telemedicine in the home is cheaper than the consequent emergency room visits and hospitalizations that occur if chronic conditions are ignored. There is a certain inevitability related to chronic disease condition care delivery. People that take care of themselves tend to stay healthy. People that are not attentive to protecting their health tend to have medical conditions that contribute to deteriorating health and benefit from early intervention when it is delivered in a manner to which the person can relate.

Telemedicine is, at its core, a way to extend clinical services to make them part of lifestyle consultation. . It provides a way to initiate two way communications with a patient, forever changing the doctor - patient relationship to a collaborative one. It means that physicians need to build collaboration skills or delegate those to their nurses which they have always done, but this time in a more effective manner, on that is supported by technology.

Telemedicine systems come from IBM, Intel, Honeywell, Vitarian, and Bosch Diagnostic Support Expert Systems. Tablets are poised to change telemedicine as are telepresence systems from Logitech among others. Clinical diagnosis is being impacted by the decision support systems. Clinical decision support systems (CDSS) have been a key aspect of telemedicine. Bosch offers the ability to track and update on a daily basis, questions that are able to address actual situations that patients face.

Diagnostic support expert systems promise to revolutionize healthcare. The mandated electronic health record (EHR) systems in all healthcare facilities, is a key enabler of diagnostic support expert systems. The objectives are to promote better and cheaper healthcare using diagnostic support based on the patient data collected from the telemedicine systems. With the large amount of new data collected by the newly installed EHR systems, computers like the Watson will be able to find optimal answers to clinical questions much more efficiently than the human mind.

Two major categories are diagnostic support tools and treatment support tools. Chronic conditions requires continuous diagnostic support because a continuous flow of information on patient change in conditions helps physicians make a better diagnosis based on the patient symptoms, medications, and medical records.

Treatment support helps clinicians stay compliant with known treatment guidelines such as avoiding known drug interactions, dispensing the right medication to the right patients, and staying on schedule with response to changes in patient condition.

According to Susan Eustis, lead author of the WinterGreen Research team that prepared the telemedicine market research study, "Differential diagnostic tools support differential telemedical treatment. The decision process take into account clinical findings form the home monitoring devices and from symptoms verbally communicated in a clinical services implementation."

She continued, "Care delivery is enhanced by having clinicians be responsive to changes in patient condition that we know will lead to further patient deterioration if not treated immediately. A core part of responsible healthcare delivery is to use technology for healthcare reform. There is a focus on how to deliver care differently using telemedicine. No matter who pays for it, the use of telemedicine is anticipated to reduce the overall costs of healthcare delivery. Innovation is key to achieving improvements."

For long-term success, telehealth solutions require sustainable financing models. Investments in telehealth technologies foster sustainability by enabling productivity and efficiency gains and other improvements that can more than justify investment costs.

Government and local authorities have long recognized the potential of telehealth technology as a tool for delivering health and social care services. This is an increasing imperative given the increasing age demographic and the backdrop of static or reducing funding. Telehealth initiatives must demonstrate credibility and viability beyond the pilot and trial programs in order to achieve the goal of increased capability through technology.

Device installer partners define benefits in terms of increased sales and consultancy. A sustaining finance model is an essential aspect of telehealth. Telemedicine is analogous to the telecommunications industry where a large upfront investment is required an, usage models and complementary technologies must emerge and finally they must be integrated into existing healthcare service delivery paradigms.

Workflows are required to integrate the telehealth components into the existing solutions. This is possibly the area of greatest challenge. Upfront costs are high. Once the telehealth solution has been implemented initiatives are cost effective.

Since insurance companies have the responsibility for taking care of all people, not just the healthy ones and the health conscious people, they benefit from encouraging the use of telemedicine. The US veterans' administration recognizes this reality and has in place extensive telemedicine programs. While some hospitals benefit from an increase in hospitalizations, insurers do not.

There is a services component to the business that makes it attractive to sell the devices below cost. The tablet market revolutionizes telemedicine.

Once FDA approved software runs on a tablet, people with an existing unit can download software and be equipped with a way to interact with the clinical service that performs monitoring. Long term, the services will be a very attractive part of telemonitoring.

Telemedicine dedicated device and software markets at $843 million in 2012 are anticipated to reach $2.9 billion by 2019. M-Health markets related to telemedicine at $1.4 billion are anticipated to reach $1.5 trillion by 2019 due to the use of 7 billion smart phones and half that many connected tablet devices all over the world.

Table of Contents

Wireless Infrastructure Executive Summary
Wireless Infrastructure Market Driving Forces
Core Wireless Infrastructure
Wireless Infrastructure Industry Challenges
Wireless Infrastructure Response to Market Challenges
Wireless Infrastructure Call to action
Wireless Infrastructure Industry Addresses Fast-Paced Change
Wireless Infrastructure Market Shares
Wireless Infrastructure Market Forecasts

1. Wireless Infrastructure Market Description And Market Dynamics
1.1 Communications Industry
1.1.1 Combining Global Scale Advantages With Local Presence
1.1.2 Design Of The Network Directly Affects Cost, Capacity, And Latency
1.1.3 Ericsson Combining Global Scale Advantages With Local Presence
1.2 Communications Equipment Manufacturers
1.2.1 Communications Equipment Vendor Strategic Focus.
1.2.2 Beyond ICT: Embracing The Next Digital Revolution: the Internet of Things
1.2.3 Integration of the Digital And Physical Brings Digital Revolution and Need to Redefine What Work People Do
1.2.4 Networks Bring Digital Government, Smarter Cities
1.2.5 The Age of Digital Business
1.2.6 Borderless Internet Gives Rise To A Digital Society
1.3 Smart Infrastructure Opportunities For ICT
1.3.1 IT Systems Evolving From Post-Processing To Real-Time Business Systems
1.3.2 IT Enterprise Architecture Challenged to Process Huge Volumes Of Data
1.3.3 Digital Society Replaces Low-bandwidth Networks
1.4 ICT transformation
1.4.1 Apps Market Expands
1.5 World Economic Forum.
1.6 Networks Segment
1.6.1 CDMA (Code Division Multiple Access)
1.6.2 CDMA2000:
1.6.3 CDMA2000 Evolution Path:
1.6.4 GSM (Global System for Mobile Communications)
1.6.5 W-CDMA (Wideband Code Division Multiple Access)
1.6.6 LTE (Long-Term Evolution)
1.7 Global Economy
1.7.1 The IT Market
1.7.2 New World Order Built On The Globally Integrated Enterprise
1.8 Enterprise Information Accessed By Mobile Workers
1.8.1 Cloud Technology Brings Rapid Time to Value
1.9 Application Server Virtual Systems, Clustering, Fail-Over, And Load Balancing
1.9.1 Cloud System Continuous Deployment Models
1.10 Application Server Provides Competitive Advantage
1.11 SOA Reusable Software Components
1.11.1 SOA Community-Based Marketplaces
1.11.2 Components Aimed At Developer Base
1.12 Infrastructure Switch
1.12.1 Market Change
1.13 Increasing Java Productivity
1.13.1 Increasing Developer Base

2. Market Infrastructure Market Shares And Market Forecasts
2.1 Wireless Infrastructure Market Driving Forces
2.1.1 Core Wireless Infrastructure
2.1.2 Wireless Infrastructure Industry Challenges
2.1.3 Wireless Infrastructure Response to Market Challenges
2.1.4 Wireless Infrastructure Call to action
2.1.5 Wireless Infrastructure Industry Addresses Fast-Paced Change
2.2 Wireless Infrastructure Market Shares
2.2.1 Wireless Core Network Equipment Infrastructure Market Shares
2.2.2 Ericsson Core Network Infrastructure
2.2.3 Ericsson Leading Supplier of CDMA Solutions For Network Operators
2.2.4 Ericsson Evolved Packet Core (EPC)
2.2.5 Huawei
2.2.6 Revenues in Alcatel-Lucent Wireless Division
2.2.7 Alcatel-Lucent Networks Segment is Number in IP/MPLS Service Provider Edge Routers with 25% Market Share
2.2.8 Alcatel-Lucent Wireless
2.2.9 ZTE
2.2.10 Wireless Infrastructure Edge, IP, and Base Station Market Shares
2.2.11 Service Provider Router And Switches Market
2.2.12 GSM / GRPS / Edge 2 G Market Shares
2.2.13 CDMA 3G Market Shares
2.2.14 WCDMA / UMTS / HSPA 3G Market Shares
2.3 Wireless Infrastructure Market Forecasts
2.3.1 GSM / GRPS / Edge 2 G, CDMA 3G, WCDMA / UMTS / HSPA 3G, LTE / 4G Market Forecasts
2.3.2 Wireless LTE 4G Infrastructure
2.3.3 LTE / 4G Infrastructure Equipment Market Shares
2.3.4 Alcatel-Lucent LTE
2.3.5 Wireless Infrastructure Market Segments, LTE Units and Dollars
2.3.6 LTE Device Market Shares
2.3.7 Nokia Siemens Networks
2.3.8 IP/MPLS Service Edge Routers
2.4 Wireless Infrastructure Market Forecasts
2.4.1 Core Wireless Infrastructure Market
2.4.2 GSM / GRPS / EDGE 2G Market Forecasts
2.4.3 CDMA
2.4.4 Alcatel Lucent CDMA
2.4.5 Huawei CDMA
2.4.6 Ericsson CDMA
2.5 LTE
2.5.1 LTE Market Shares
2.5.2 Ericsson Leads LTE Market By Wide Margin
2.5.3 Ericsson LTE
2.5.4 Wireless Infrastructure Market Segments, LTE Market Forecasts
2.5.5 LTE Devices
2.5.6 Ericsson Has A Leading LTE Market Position
2.5.7 Status of the Global LTE 1800 Market
2.5.8 Samsung LTE
2.5.9 Ericsson leads in LTE, But Rivals Huawei, ZTE and Samsung Gain
2.5.10 Europe, China and India Ramp LTE investment in 2014 and 2015, Unlocking Opportunities To Grow LTE Revenue
2.5.11 LTE Market Forecasts
2.6 Femtocell and Small Cell Broadband Cellular Networks
2.6.1 Femtocell and Small Cell Market Participants
2.6.2 Femtocell and Small Cell Forecasts
2.6.3 Femtocell and Small Cell Implementations
2.6.4 FCC "an Industry-Consensus Definition For Visually Unobtrusive Wireless Small Cells
2.7 Software Defined Networking (SDN) and Network Function Virtualization (NFV)
2.7.1 Software Defined Networking (SDN) and Network Function Virtualization (NFV) Reordering Of Market Share
2.7.2 Mobile Packet Core
2.7.3 Mobile Broadband1
2.7.4 Small Cells Are Disruptive Technology In Networks
2.8 Wireless Infrastructure Return on Investment
2.9 Wireless Infrastructure Regional Market Analysis
2.9.1 Ericsson Aiming To Have 50% of LTE Market in Latin America
2.9.2 Ericsson Sells Wireless Infrastructure in Latin America Market
2.9.3 Latin America
2.9.4 Ericsson LTE
2.9.5 Ericson Regional Wireless Subscriber Analysis
2.9.6 Ericsson Regional Wireless Subscriber Analysis
2.9.7 Global Mobile Traffic for Data
2.9.8 Huawei Regional Participation in India
2.9.9 CDMA in India, North America and China

3. Market Infrastructure Product Description
3.1 Alcatel Lucent
3.1.1 Alcatel-Lucent Wireless Networks Segment
3.1.2 Alcatel Lucent Korea
3.1.3 Korea Broadband Infrastructure Wireless Projects
3.1.4 Alcatel-Lucent lightRadio&trade Portfolio
3.2 Ericsson Wireless Infrastructure Products
3.2.1 Ericsson Radio Base Station Platform Strength
3.2.2 Ericsson CDMA Voice Core
3.2.3 Ericsson Packet MSC
3.2.4 Ericsson Circuit MTX
3.2.5 Ericsson HD Voice Call On CDMA
3.2.6 Mobile Broadband
3.2.7 Ericsson SSR 8000 Evolved Packet Gateway
3.2.8 Ericsson EDGE (Enhanced Data Rates for Global Evolution) Benefits
3.2.9 Ericsson EDGE Evolution
3.2.10 Ericsson ICT
3.2.11 Ericsson End-To-End Solutions For Major Mobile Communication Standards
3.2.12 Ericsson Strategic Engagement Topics
3.2.13 Ericsson EDGE Enhanced Mobile Networks
3.2.14 Ericsson LTE Broadcast
3.2.15 Ericsson Mobile Cloud Accelerator
3.2.16 Ericsson Mobile Backhaul
3.2.17 Ericsson Backhaul for Existing Radio Networks
3.2.18 Ericsson Packet Core Solutions
3.2.19 Ericsson SGSN-MME
3.2.20 Ericsson Service-Aware Policy Controller
3.2.21 Ericsson Mobile Switching
3.2.22 Ericsson Application Enablement: Apps
3.2.23 Ericsson Mobile Backhaul Solution
3.2.24 Ericsson Blade Server Platform For Core Networks
3.2.25 Ericsson Packet Core Platforms
3.3 Nokia Siemens Networks
3.3.1 Nokia Siemens Networks Evolved Packet Core (EPC)
3.3.2 Nokia Siemens Networks Intelligent IP Edge
3.3.3 Nokia Siemens Networks EPC Based On Open Core System
3.3.4 Nokia Siemens Networks Flexi Network Gateway (Flexi NG)
3.3.5 Nokia Siemens Networks PCS-5000 Policy Control Suite
3.3.6 Nokia Siemens Networks Teams With Juniper Networks Carrier Ethernet Transport (CET)
3.3.7 Nokia Siemens Networks CET Solution / Juniper Networks
3.3.8 Nokia Siemens Networks Router Product Partners
3.3.9 Nokia Siemens Networks Multiservice IP Backbone
3.3.10 Nokia Siemens Networks Multiservice IP Backbone Solutions
3.4 Huawei
3.4.1 Huawei SingleBTS
3.4.2 Huawei Products & Application Scenarios
3.4.3 Huawei Distributed Base Station
3.4.4 Huawei Distributed Base Station Applications & Benefits
3.4.5 Huawei SingleBTS Mobile Network Application Scenarios
3.4.6 Huawei Multi-mode BSC
3.4.7 Huawei Transport Network
3.4.8 Huawei Hybrid MSTP
3.4.9 Huawei MSTP
3.4.10 Huawei Hybrid MSTP
3.4.11 Huawei Core Network
3.4.12 Huawei Multi-mode BSC
3.4.13 Huawei Applications-Depend on IP Platform To Meet The Varying Needs For Network Evolution
3.4.14 Huawei Successfully Completed Voice Interoperability for LTE TDD to CDMA Based on Qualcomm Snapdragon Processor
3.5 Cisco
3.5.1 Cisco Service Provider Routers
3.5.2 Cisco Carrier Routing System (CRS-X)
3.5.3 Cisco Provides Foundation for the Next-Generation Internet
3.5.4 Cisco ASR 1000 Series Transforming the Network Edge
3.5.5 Cisco Quantum
3.5.6 Cisco Packet ASR 5500 Core Capacity- Provides Long-
Term Capacity Elasticity Differentiation
3.5.7 Cisco Small Cell solutions
3.6 Juniper Networks PSD Products
3.6.1 Juniper Networks T Series:
3.6.2 Juniper Networks PTX Series:
3.6.3 Juniper Networks ACX Series:
3.6.4 Juniper Networks EX Series:
3.6.5 Juniper Networks Wireless Local Area Network ("WLAN")
Products:
3.6.6 Juniper Networks QFabric Products:
3.6.7 Juniper Networks SRX Series Services Gateways for the Branch:
3.6.8 Juniper Networks SSD Products
3.6.9 Juniper Networks SSG Series,
3.6.10 Juniper Networks Secure Access Appliances:
3.6.11 Juniper Networks MobileNext:
3.7 Samsung
3.7.1 Samsung LTE Innovation
3.7.2 Samsung TelecommunicationsWireless Systems
3.7.3 Samsung Small Cells
3.8 Fujitsu
3.8.1 Fujitsu LTE (Long Term Evolution) Solutions
3.8.2 Fujitsu LTE Femtocell Systems
3.8.3 Fujitsu BroadOne LTE Femtocell
3.8.4 Fujtsu LTE Femtocell Target Areas
3.8.5 Fujitsu LTE Femtocell Solutions
3.8.6 Fujitsu LTE Femtocell Access Point
3.8.7 Fujitsu Femtocell Resolution of Interference Problems
3.8.8 Fujitsu LTE / Wi-Fi Interworking
3.9 Radisys Products
3.10 ZTE
3.10.1 General Dynamics IP Wireless Handheld Option for the
URC Transceivers
3.11 TelLabs

4. Wireless Infrastructure Technology
4.1 Mobile Subscriptions Worldwide
4.2 Bandwidth for Wireless Infrastructure
4.3 Standards
4.3.1 Qualcomm
4.3.2 UMTS Forum
4.4 Ericsson Technology Perspective
4.4.1 Limited Bandwidth Giving Way to Expanded bandwidth
4.4.2 Infrastructure At A Cell Site
4.5 Backhaul Network Architecture
4.5.1 Ericsson Standardization Work In The 3rd Generation Partnership Project (3GPP),
4.6 High Speed Downlink Packet Access
4.7 HD Voice Call On CDMA
4.8 Regulatory Solutions
4.9 Huawei Pipe Strategy
4.10 Small-Cell Architectures
4.10.1 Small Cells and LTE
4.10.2 Smart Antenna Systems

5. Wireless Infrastructure Company Description
5.1 Alcatel-Lucent
5.1.1 Alcatel-Lucent Research Arm Bell Labs
5.1.2 Alcatel-Lucent Revenue
5.1.3 Alcatel-Lucent Operating Model Focused On Core Products
5.1.4 Alcatel-Lucent Organization
5.1.5 Alcatel-Lucent Operating Segments:
5.1.6 Alcatel-Lucent LTE
5.1.7 Alcatel-Lucent Adaptation of the Business to the Industry
5.1.8 Alcatel-Lucent Strategic Focus
5.1.9 Alcatel-Lucent Revenue
5.1.10 Alcatel-Lucent Operating Segments
5.1.11 Alcatel-Lucent Networks Segment
5.1.12 Alcatel-Lucent Optics Market Positions
5.1.13 Alcatel-Lucent Wireless
5.1.14 Alcatel-Lucent Wireline
5.1.15 Alcatel Lucent Korea
5.1.16 Alcatel-Lucent Revenue
5.2 Antenova
5.3 Berkeley-Varitronics Systems
5.4 CDG
5.4.1 CDMA2000 Evolution
5.4.2 CDG Global Industry Organization
5.5 Cisco
5.5.1 Cisco Revenue
5.5.2 Cisco Information Technology
5.5.3 Cisco Virtualization
5.5.4 Competitive Landscape In The Enterprise Data Center
5.5.5 Cisco Architectural Approach
5.5.6 Cisco Switching
5.5.7 Cisco NGN Routing
5.5.8 Cisco Collaboration
5.5.9 Cisco Service Provider Video
5.5.10 Cisco Wireless
5.5.11 Cisco Security
5.5.12 Cisco Data Center Products
5.5.13 Cisco Other Products
5.5.14 Cisco Systems Net Sales
5.5.15 Cisco Systems Revenue by Segment
5.5.1 Cisco Telepresence Systems Segment Net Sales
5.5.2 Cisco Tops 10,000 Unified Computing System Customers
5.6 Ericsson
5.6.1 Ericsson Wireless Infrastructure Portfolio
5.6.2 Ericsson Network Evolution
5.6.3 Ericsson Revenue
Ericsson Revenue
5.7 Fujitsu
5.7.1 Fujitsu Revenue
5.7.2 Fujitsu Technology Solutions Services
5.7.3 Fujitsu Personal Computers
5.7.4 Fujitsu Development and Production Facilities
5.7.5 Fujitsu Corporate Strategy
5.7.6 Fujitsu Revenue
5.7.7 Fujitsu Interstage
5.7.8 Fujitsu Acquires RunMyProcess Cloud Service Provider
5.7.9 Fujitsu and Radisys Partnership ATCA Platform Support
5.8 General Dynamics / IPWireless
5.8.1 General Dynamics IP Wireless Handheld Option for the URC Transceivers
5.8.2 General Dynamics
5.1.1 General Dynamics Revenue
5.1.2 General Dynamics Rifleman Radio and GD300 Go to Afghanistan with U.S. Army's 75th Ranger Regiment
5.1.3 General Dynamics Light Tactical Vehicles
5.1.4 General Dynamics Light Wheeled Armored Vehicles
5.1.5 General Dynamics Medium Wheeled Armored Vehicles
5.1.6 General Dynamics Infantry Fighting Vehicles / Medium Combat Vehicles
5.9 Global Mobile Suppliers Association
5.10 Google
5.10.1 Google 2012 Corporate Highlights
5.10.2 Google Search
5.10.3 Google Revenue
5.10.4 Google Second Quarter 2013 Results
5.10.5 Google Revenues by Segment and Geography
5.10.6 Google / Motorola Headcount
5.10.7 Google / Motorola
5.11 Huawei
5.11.1 Huawei Invests In The Pipe
5.11.2 Huawei's Internet Protocol (IP) Pipe Strategy
5.11.3 Huawei Focus On Customers
5.11.4 Huawei Revenue
5.12 Juniper
5.12.1 Juniper Networks Strategy
5.12.2 Juniper Networks Enterprise
5.12.3 Juniper Networks Platform Strategy
5.12.4 Juniper Revenue
5.13 LG
5.13.1 LG Home Entertainment Company
5.13.2 LG Mobile Communications Company
5.13.3 LG Home Appliance Company
5.13.4 LG Air Conditioning and Energy Solution Company
5.13.5 LG Technology Strategy
5.13.6 LG Revenue
5.14 Micro Mobio
5.15 MTI Mobile
5.16 NEC
5.16.1 NEC Business Outline
5.16.2 NEC Revenue
5.17 Nokia
5.17.1 Nokia-Microsoft Partnership
5.17.2 Nokia Revenue
5.18 Nokia Siemens Networks
5.18.1 Nokia Acquires Siemens' Entire 50% Stake in The Joint Venture
5.18.2 Nokia Siemens Networks Telco Cloud Technology
5.18.3 Nokia Siemens Acquired Motorola Network Infrastructure Division
5.18.4 Nokia Siemens Networks Revenue
5.19 QRC Technologies
5.20 Qualcomm
5.20.1 Qualcomm Mobile & Computing
5.20.2 QMC Offers Comprehensive Chipset Solutions
5.20.3 Qualcomm Government Technologies
5.20.4 Qualcomm Internet Services
5.20.5 Qualcomm Ventures
5.20.6 Qualcomm Revenue
5.20.7 Qualcomm Up to 4x Increase Over CDMA2000's Capacity
5.21 Radisys
5.21.1 Radisys Business
5.21.2 Radisys Revenue
5.21.3 Radisys ATCA
5.22 Repeaters Australia
5.22.1 Repeater Improved Cellular Signal Coverage Area
5.23 Reactel
5.24 RF Hitec
5.25 Samsung
5.25.1 Samsung Finds Talent And Adapts Technology To Create Products
5.25.2 Samsung Adapts to Change, Samsung Embraces Integrity
5.25.3 Samsung Telecom Equipment Group
5.25.4 Samsung Electronics Q2 2013 Revenue
5.25.5 Samsung Memory Over Logic
5.26 Siemens AG
5.27 Spirent Communications
5.27.1 Spirent Key Financials
5.27.2 Spirent Business
5.27.3 Spirent Service Assurance
5.27.4 Spirtent Strategy
5.27.5 Spirent Monitors Change, Identifies Trends
5.27.6 Spirent Acquisitions
5.27.7 Spirent Products
5.28 TelLabs
5.28.1 Tellabs® Mobile Solutions
5.28.2 TelLabs Acquisitions
5.28.3 TelLabs Revenue
5.28.4 TelLabs Geographic Revenue
5.29 TelNova Technologies
5.30 ZTE
5.30.1 ZTE Globally-Leading Provider Of Telecommunications
Equipment
5.30.2 ZTE Technology Innovation
5.30.3 ZTE Revenue

Choose License Type
 
Contact Information
24/7 Research Support
Phone: +1-855-455-8662
sales@acutemarketreports.com
Get in Touch with us
join us on Facebook
Follow us on Twitter
Follow us on LinkedIn
Add us on Google +