2011 Australia - The National Broadband Network - February

Publication Overview

This annual report offers a wealth of information on the trends and developments taking place in the e-government, e-health and e-education sectors. The report analyses the issues surrounding the growth of such services and includes global and regional information. Comprehensive information on the exciting developments taking place on a regional level is also provided.

Subjects covered include:

  • NBN Co and infrastructure;
  • Trans-sector thinking, approach and projects;
  • Deployment strategies
  • Competition and regulations
  • E-government market overview, analysis and statistics;
  • E-health market overview, analysis and statistics;
  • E-education market overview, analysis and statistics.

Researcher:- Paul Budde
Current publication date:- February 2011 (3rd Edition)

Executive Summary

NBN - Opening up large new investment opportunities

The Australian government’s decision to launch a $36 billion national fibre-to-the-home broadband network is an unmistakable indication that broadband has been acknowledged as essential infrastructure. It fulfils a national purpose as its trans-sector multiplier effect delivers massive social and economic benefits in healthcare, education, energy and the environment.

A digital economy requires an open broadband infrastructure, and for that infrastructure to work it is essential that it be built by a national utility (in Australia, NBN Co). There certainly remain questions concerning the details of the business model; however widespread support exists for the visionary plan.

The most important ingredient in the success of the Australian National Broadband Network (NBN) is NBN Co. It is making the critical architecture and design decisions that will form the basis of the new infrastructure for at least the next 25 years.

It is essential for the network to facilitate the vision laid down by the government, which includes multiple use of the network by other sectors such as healthcare, education, energy, etc.

Government legislation and regulatory oversight by the ACCC will ensure that it remains an infrastructure company and does not become another telco.

This report also discusses issues around technologies such as the points of interconnect (POIs), network operation centres (NOC), the optical network terminal (ONT) and IPTV versus RF video.

From vision to implementation

With the passing of the necessary legislation in late 2010 the project has now moved into implementation and actual rollout of the network. Over 30 sites will become operational during 2011.

Australia was the first country to get the national purpose vision right. The USA soon followed and is now showing real leadership as well. The Netherlands and New Zealand are also on the right track. The European Union, OECD and United Nations have all given their support to this new concept. Economic and trans-sector innovations are now key items on the political agenda of many countries.

However, when it comes to deployment there is no silver bullet and each individual situation generates its own set of unique implementation models.

The report discusses a new approach, which applies across infrastructure projects and looks at the potential synergies between the building of roads, sewerage systems and water and gas pipe networks, as well as telecoms and electricity networks.

New social and economic policies and strategies need to be taken into account in the design and architecture of the infrastructure. Pragmatic solutions must be developed to maximise the use of existing infrastructure and other resources. Under-served areas need to receive priority and local communities and local government can play a key role in this. Wireless broadband will play a major role as well.

These early projects could also be an ideal testing ground for trans-sector applications, and this report explores these at a high strategic level.

Transition period and regulatory reforms

The NBN will certainly change the game. While there will be a transition period where some of the old activities will persist there will be an increasing move towards the new environment. The players will begin to realign themselves and, in preparation for the new world, many will start changing their business plans well before that time.

Nevertheless, while accepting the inevitability of a transitional stage, the government has also implemented a far-reaching regulatory regime change that leaves no doubt that the old days (when the incumbent was able to game-play the regime, creating endless delays and stifling competition) have gone forever. In the end the outcome of the new framework will be aligned with the goals of the NBN, and negotiations and discussions aimed at shaping this new environment are already taking place.

Australia will be the first country in the world in which the entire industry will adopt a new plan for the future. In the past strategies were based on ad hoc decisions and there was little room for long-term planning. The market survived on the crumbs that fell from the Telstra table, and on regulatory relief, which often took many years to eventuate and was often too late to help a starving competitive environment.

Industry transformation for Telstra and the other players

In the past uncertainty has been a major obstacle. All decisions depended on Telstra’s response. Those who developed their own independent plans quickly discovered that Telstra’s reach was long and deep. Examples of this are TransACT in Canberra and the Unwired service. Even larger companies like Optus and AAPT (Telecom New Zealand) struggled to set their own course.

The single most important element of the NBN is that it will provide certainty for the industry about future directions. There will be problems, and the outcome will not be perfect, but for the first time individual companies will be far more in charge of their own destiny.

Soon after the NBN was announced in April 2009 Telstra realised that change was inevitable. It reacted swiftly. A new management team was appointed, led by the new CEO, David Thodey. Telstra immediately declared its support for the NBN and its willingness to work with the government. The company also put its weight behind the trans-sector concept, which will be the conduit to new revenue. Negotiations have been tough but a Heads-of-Agreement was signed in June 2010 and support for the government’s regulatory reforms followed in October that year.

New revenue streams from new sectors

Initiatives are already being undertaken in the areas of smart grids, education and healthcare. With the Minister’s new trans-sector responsibility (Digital Productivity) it is expected that further action will take place to ensure that these sectors will start using the new digital infrastructure. This report provides an overview of the key sectors, plus a summary of the first trans-sector projects initiated by the government.

For more than a decade the traditional media has been on notice in respect of the changes they will be facing with developments in the digital media market.

So far they have failed to take decisive action – partly due to their fear of cannibalisation and partly because their business models do not cater for swift business action. This has brought about a decline in their revenues, but, far more importantly, they have failed to seize a share of the new market, which is now dominated by newcomers such as Google, YouTube and Facebook.

The NBN is the next stage. Here again the media have largely been absent from this debate, but the NBN will create changes, with new revenue options. The traditional media players can take a leadership role, looking at the trans-sector opportunities the NBN has on offer – or they can simply copy their outdated models onto the NBN, perhaps by using the wholesale services of a telco. However, for the next decade, their attention will mainly be on Digital TV rather than on the NBN.

E-health may become an area in which key killer applications emerge – applications that utilise truly high-speed broadband networks. By 2020 this may perhaps account for as much as 25% of the NBN’s income.

All of this will assist the industry to double its size to around $80 billion by 2020.

New applications

The Australian government is also leading the way in strategic trans-sector thinking, linking e-health developments to the NBN. Early diagnosis and after-treatment patient monitoring are two areas where significant synergies may be found, using applications provided to users at home.

As the financing of the Australian public health systems becomes increasingly costly an opportunity exists to lower these costs through more effective use of web services for healthcare consumers. With widely available and cost-effective high-speed broadband infrastructure e-health will be in a position to enable all customers to benefit from advances in medical technology and medical services.

Over the next five years the use of IT and telecommunications technology within educational environments will also increase dramatically, as high-speed fibre-based broadband becomes widely available in Australia. Simultaneously, the capability of Internet services in relation to e-education is set to increase enormously over the next decade as well. To a large extent this trend will be driven by schools, universities and their educational staff.

With its large landmass and relatively small population Australia is an ideal market for remote education services. As such Australia is home to many successful e-education service providers, as well as being a relatively important market for e-education services.

The Australian government already offers its citizens relatively sophisticated e-government services and, as with education, the establishment of a fibre-based broadband network may see the government improve and broaden the range of web services for which it is responsible.

Australia, therefore, is a fascinating and relatively advanced market for both e-education and e-government services. This report discusses related telecommunications infrastructure developments as well as trends and innovations related to the e-education and e-government services.

Many exciting developments will take place in 2011 in the area of smart grids. These developments will stimulate others to move on from demonstration projects and to progress from smart meter rollouts to smart grids

Global involvement

Events that started in Australia in 2005 have grown into an international groundswell, with BuddeComm involved as a leading consultant with the governments in USA, UK, Netherlands, Australia and New Zealand, as well as with the United Nations (ITU/UNESCO).

The key to the concept is to release untapped social and economic benefits by using broadband as an affordable utility infrastructure to deliver a range of trans-sector services (healthcare, education, smart grids, etc). The industry has been working on the applications for over a decade but only with strong government leadership can these benefits be realised.

Broadband services uptake scenario forecasts 2015-2020 (household penetration)

Broadband service charge p/m

Uptake 2015

Uptake 2020

$25

70%

Approximately 100%

$50

50%

80%

$100

10%

30%

(Source: BuddeComm estimates)

 

Paul Budde

February 2011

 

Data in this report is the latest available at the time of preparation and may not include the current year.

Table of Contents

  • 1. Introduction and Overview
    • 1.1 Overview of the National Broadband Network (NBN) plan
    • 1.2 Implementation issues
      • 1.2.1 Fundamental change to the economy
      • 1.2.2 People issues
      • 1.2.3 Business modelling - the key to success of the NBN
      • 1.2.4 Recommendations of the 2009 National Broadband Network Implementation Study
    • 1.3 Socio-economic benefits
    • 1.4 Regional broadband
      • 1.4.1 Why we started the NBN in the first place
      • 1.4.2 Regional politicians missing in action?
    • 1.5 Where is the user in all of this?
  • 2. NBN Co and Infrastructure
    • 2.1 National Broadband Network Corporation (NBN Co)
      • 2.1.1 An infrastructure company
      • 2.1.2 The role of NBN Co
      • 2.1.3 Service Oriented Architecture (SOA)
      • 2.1.4 Governance and management of NBN Co
    • 2.2 NBN business plan
      • 2.2.1 Introduction and costings
      • 2.2.2 Pricing and market assumptions
      • 2.2.3 Product offerings
    • 2.3 Other developments
      • 2.3.1 Fibre-optic contracts
      • 2.3.2 Testing network design in first release sites
      • 2.3.3 Network Operations Centre for NBN
      • 2.3.4 NBN Co announces contractors for first-build sites
      • 2.3.5 Nokia Siemens Networks selected for DWDM
      • 2.3.6 Global Switch data centre deal
    • 2.4 Open network = innovation and affordability
    • 2.5 Infrastructure considerations
      • 2.5.1 Collaborative Services Network concept
      • 2.5.2 Smart grids and the NBN
    • 2.6 The network plan
      • 2.6.1 Overall design and architecture
      • 2.6.2 The backhaul network
      • 2.6.3 Points-of-interconnect (POI) architecture
    • 2.7 External analysis of the Australian Fibre-to-the-Home (FttH) architecture
    • 2.8 Fibre Deployment Bill
    • 2.9 Infrastructure background
      • 2.9.1 Basic infrastructure
      • 2.9.2 The copper network
      • 2.9.3 FttH infrastructure
      • 2.9.4 Wireless infrastructure
    • 2.10 Technology issues
      • 2.10.1 The Optical Network Terminal (ONT)
      • 2.10.2 IPTV v. IPTV+RF
  • 3. Deployment Strategies
    • 3.1 Introduction
    • 3.2 National Broadband Network (NBN) business plan - December 2010
    • 3.3 Analysis late 2010
      • 3.3.1 Community engagement
      • 3.3.2 Opt-in/Opt-out
      • 3.3.3 Inhouse networking
    • 3.4 Wholesale
      • 3.4.1 Robust regime based on previous experiences
      • 3.4.2 What about existing FttH users?
      • 3.4.3 NBN pricing infrastructure not telco-based
    • 3.5 Rolling out the NBN
    • 3.6 Telstra to trial copper-fibre transfer
    • 3.7 Regionalised rollouts
    • 3.8 Wireless broadband for rapid deployment
    • 3.9 Other quick-win areas
    • 3.10 Deployment requires intelligent approach towards measurement
    • 3.11 Massive increase in efficiency, productivity and customer satisfaction
    • 3.12 Privacy is paramount
  • 4. Competition and Regulations
    • 4.1 National Broadband Network (NBN) Regulatory Framework
      • 4.1.1 Key elements of the Companies Bill
      • 4.1.2 Key elements of the Access Bill
    • 4.2 Structural separation – commonsense has prevailed
    • 4.3 Organisation for Economic Cooperation and Development (OECD) gives Australia’s telecoms policy the thumbs up
    • 4.4 Regulatory issues
      • 4.4.1 Background
      • 4.4.2 The Australian Competition and Consumer Commission (ACCC) involvement in the NBN
    • 4.5 Administrative and regulatory support
    • 4.6 Regulations - critical considerations
      • 4.6.1 Learning from other models
      • 4.6.2 Reform delusions
      • 4.6.3 USO Co
    • 4.7 Regulatory telco reforms
      • 4.7.1 Integration
      • 4.7.2 Competition models and opportunities
      • 4.7.3 Retail telcos modelled on media marketing
      • 4.7.4 Niche markets
      • 4.7.5 The mobile industry
    • 4.8 Sale of NBN Co
    • 4.9 Special access for smart utility services
  • 5. Industry at Crossroads
    • 5.1 National Broadband Network (NBN) Analysis
      • 5.1.1 Full steam ahead after the 2010 elections and new legislation
      • 5.1.2 Points-of-Interconnect (POIs)
    • 5.2 NBN opportunities for the main players
      • 5.2.1 Telstra
      • 5.2.2 Optus
      • 5.2.3 AAPT/Telecom New Zealand (TNZ)
      • 5.2.4 Macquarie Telecom
      • 5.2.5 Primus Telecom
      • 5.2.6 Internode
      • 5.2.7 iiNet
      • 5.2.8 Amcom
      • 5.2.9 TransACT
      • 5.2.10 TPG
      • 5.2.11 M2
      • 5.2.12 AUSTAR
      • 5.2.13 Crown Castle Australia (CCA)
    • 5.3 The submarine cable conundrum
  • 6. Telstra
    • 6.1 Telstra and the National Broadband Network (NBN) after the election
      • 6.1.1 Clearing the way forward
      • 6.1.2 Telstra needs to show industry leadership
      • 6.1.3 The company fully supports the trans-sector concept
    • 6.2 Telstra and government agree on NBN future
      • 6.2.1 Heads-of-agreement (HoA)
      • 6.2.2 Analysis of the HoA
      • 6.2.3 History of the deal
    • 6.3 The new Telstra?
      • 6.3.1 Transforming the company
      • 6.3.2 BuddeComm and Telstra
  • 7. Early Projects
    • 7.1 Codevelopment of fibre and the digital economy
    • 7.2 Examples of Fibre-to-the-Home (FttH) applications
      • 7.2.1 E-health
      • 7.2.2 E-education
      • 7.2.3 Metering and remote sensing
      • 7.2.4 Remote diagnostics
    • 7.3 The early NBN projects – rollouts
      • 7.3.1 Introduction
      • 7.3.2 Tasmania starts first phase of NBN rollout
      • 7.3.3 Backbone rollouts in regional Australia
      • 7.3.4 First sites of mainland NBN rollouts
      • 7.3.5 Second-release rollout sites
    • 7.4 Brisbane built its own NBN
    • 7.5 The early NBN projects – trans-sector services
      • 7.5.1 Project for social services
      • 7.5.2 Adelaide blackspots receiving high-speed broadband
    • 7.6 Business applications
  • 8. Municipal Networks
    • 8.1 Trans-sector thinking and municipal broadband
      • 8.1.1 What is trans-sector thinking?
    • 8.2 Local government
    • 8.3 Municipal broadband
      • 8.3.1 Social and economic benefits
      • 8.3.2 Why should local government be involved?
      • 8.3.3 High-speed communities
    • 8.4 Cities are taking charge
      • 8.4.1 Introduction
      • 8.4.2 Global lessons
    • 8.5 How to get started
      • 8.5.1 The local council model
      • 8.5.2 Framework for local government policies
      • 8.5.3 Steering committees
      • 8.5.4 Proactive local governments are essential
      • 8.5.5 Broadband rollouts
    • 8.6 How to move forward
      • 8.6.1 Quality and affordability
      • 8.6.2 Australian market has been on hold for five years
      • 8.6.3 Industry is ready to deliver applications
      • 8.6.4 Case studies from Wagga Wagga and Port Macquarie
    • 8.7 A city broadband agenda
    • 8.8 Broadband education
    • 8.9 City marketing
      • 8.9.1 The concept of telemetica
      • 8.9.2 Three strategic elements of telematica
    • 8.10 Examples of tele-cities
  • 9. Trans-sector Model
    • 9.1 Analysis late 2010
      • 9.1.1 National plan for the digital economy
      • 9.1.2 First release site – trans-sector test sites
    • 9.2 Trans-sector awareness update 2010
      • 9.2.1 2010 election puts focus on trans-sector
      • 9.2.2 Sectors are starting to understand the benefits
      • 9.2.3 Commitment from Prime Ministers
      • 9.2.4 The National Broadband Network (NBN) can pay for itself
    • 9.3 E-services in the context of national broadband
    • 9.4 Introduction to trans-sector thinking
      • 9.4.1 Fragmented society requires cohesive leadership
      • 9.4.2 Problems in most silos
      • 9.4.3 National welfare depends on new ways of thinking
    • 9.5 A matter of leadership
      • 9.5.1 Obama’s leadership - a catalyst for change
      • 9.5.2 Digital Economy Industry Work Group (DEIWG)
      • 9.5.3 Work in progress: political leadership
      • 9.5.4 Trans-sector thinking at highest levels in Australia
      • 9.5.5 Towards trans-sector government
    • 9.6 Barriers to broadband adoption
    • 9.7 We lack the structures to implement trans-sector visions
    • 9.8 Multiplier effect for the NBN
    • 9.9 Trans-sector regulation
      • 9.9.1 Regulations need to be rewritten
      • 9.9.2 Fibre-to-the-Home (FttH) will change telecom models
      • 9.9.3 Utilities-based regulation
      • 9.9.4 Removing blockages
  • 10. Trans-sector Projects
    • 10.1 The key sectors
      • 10.1.1 Background information
      • 10.1.2 Telecommunications
      • 10.1.3 Media
      • 10.1.4 Government communication and information
      • 10.1.5 Healthcare
      • 10.1.6 E-education and e-science
      • 10.1.7 Smart grids
      • 10.1.8 Business
    • 10.2 Major trans-sector National Broadband Network (NBN) projects
      • 10.2.1 E-education - Australia’s first trans-sector initiative
      • 10.2.2 Trans-sector project: smart grid/smart city
      • 10.2.3 Trans-sector project for social services
      • 10.2.4 Intelligent infrastructure
      • 10.2.5 Trans-sector project e-health
      • 10.2.6 Broadband trial of trans-sector applications
      • 10.2.7 Tasmania’s innovation strategy for NBN
    • 10.3 Smart communities and smart buildings
      • 10.3.1 Connected communities
      • 10.3.2 Smart communities – where to start?
    • 10.4 Business and e-commerce
      • 10.4.1 Digital business for the SME market
      • 10.4.2 Introduction to cloud computing
      • 10.4.3 Cloud computing generates huge interest
      • 10.4.4 Cloud computing requires business strategies
      • 10.4.5 Cloud computing in the trans-sector context
      • 10.4.6 Optus launches cloud computing for businesses
      • 10.4.7 Telstra alliance on cloud computing services
      • 10.4.8 Clouds not yet on business agendas
      • 10.4.9 Cloud computing gaining attention
      • 10.4.10 Cloud service a new growth market
  • 11. Changing the Media Model
    • 11.1 Open wholesale network key to change
    • 11.2 Industry wants wrong piece of the NBN action
    • 11.3 Industry needs to start changing
    • 11.4 New business models
    • 11.5 Breaking out of the silo
    • 11.6 Trans-sector thinking
    • 11.7 Media companies well-positioned to operate trans-sectorally
    • 11.8 Risk will be unavoidable – not taking it will be deadly
  • 12. E-Health
    • 12.1 E-health in the context of BuddeComm research
    • 12.2 Introduction to e-health
      • 12.2.1 Definitions, overview, challenges
      • 12.2.2 Healthcare challenges
      • 12.2.3 E-health: start with the professionals
    • 12.3 E-health and the National Broadband Network (NBN)
      • 12.3.1 The NBN and healthcare – depending on each other
      • 12.3.2 Broadband-supported Information and Communications Technology (ICT) key to e-health
      • 12.3.3 Strategic trans-sector thinking
      • 12.3.4 Broadband-based healthcare solutions
      • 12.3.5 Large financial benefits
      • 12.3.6 The economic multiplier effect of infrastructure
      • 12.3.7 Market led by an enabling government
      • 12.3.8 From pilots and project to national implementation
    • 12.4 Digital economy benefits
      • 12.4.1 Healthcare is a key driver
    • 12.5 The national health reform
      • 12.5.1 Introduction
      • 12.5.2 E-health high on the agenda
      • 12.5.3 E-health identifiers
    • 12.6 Optimising e-health
      • 12.6.1 Critical e-health assessment from Booz & Company
      • 12.6.2 Key conclusions
    • 12.7 E-health – key to the success of NBN – analysis
      • 12.7.1 Support collaborative services concept
      • 12.7.2 Patients will have a central role
      • 12.7.3 Intelligent personalised e-health
      • 12.7.4 Accountability and transparency
      • 12.7.5 NBN key to national e-health
    • 12.8 Public healthcare projects and pilots
      • 12.8.1 Government’s e-health NBN policies
      • 12.8.2 Aged care offers e-health solution
      • 12.8.3 E-health neuroscience projects
      • 12.8.4 Broadband enabling better chronic disease management
      • 12.8.5 HealthInsite
      • 12.8.6 Australian Health Information Council (AHIC)
      • 12.8.7 Clever Networks programs
      • 12.8.8 Digital Regions Initiative
      • 12.8.9 MyHospitals
      • 12.8.10 E-health necessary to lower increases in health costs for baby boomers
      • 12.8.11 Other public initiatives
    • 12.9 R&D projects and initiatives
      • 12.9.1 Melbourne University
      • 12.9.2 National ICT Australia (NICTA)
    • 12.10 Private initiatives
      • 12.10.1 E-health in the private hospital sector
      • 12.10.2 iSOFT
      • 12.10.3 E-prescriptions – ArgusConnect, PSLnet and Medseed
      • 12.10.4 Aged care and comprehensive medical assessments (CMAs) – HealthCube
      • 12.10.5 Fibre for greenfield projects – Access Health
      • 12.10.6 Telstra’s e-health initiatives
  • 13. E-Education and E-Government
    • 13.1 Education and the need for the National Broadband Network (NBN)
    • 13.2 New vision for e-education – 1:1 education
      • 13.2.1 A standardised e-education system
      • 13.2.2 Risk of failure – people, not technology
      • 13.2.3 Interactive and personalised education system
      • 13.2.4 Expanding the teaching profession
      • 13.2.5 From medieval schools to a digital society
      • 13.2.6 It is all about economic benefits
    • 13.3 Funding for e-learning – 2011
    • 13.4 NSW schools get fast broadband
    • 13.5 Remote laptops from One Laptop Per Child (OLPC)
    • 13.6 E-education infrastructure initiatives
      • 13.6.1 National government policy – Fibre-to-the-Home (FttH) to the schools
      • 13.6.2 An NBN for Catholic schools
    • 13.7 E-education content in Australia
      • 13.7.1 Australia’s largest online library
      • 13.7.2 E-learning from Australian Computer Society (ACS)
      • 13.7.3 Media literacy
    • 13.8 E-government
      • 13.8.1 Background information
      • 13.8.2 Cloud service a new growth market
      • 13.8.3 Survey on e-government services usage
      • 13.8.4 Conclusions
      • 13.8.5 Government deploys national TelePresence system
  • 14. Smart Grids
    • 14.1 Value of Australian smart grid market
    • 14.2 Key trends going forward into 2011
      • 14.2.1 Price of electricity to double
      • 14.2.2 Smart grid: $5 billion in annual benefits
      • 14.2.3 Smart grids and CO2 emission savings
    • 14.3 New government initiatives
      • 14.3.1 Prime Minister’s Task Group on Energy Efficiency
      • 14.3.2 Smart grid to deliver renewable energy
      • 14.3.3 The Prime Minister on smart grids
    • 14.4 Policy analysis
      • 14.4.1 Can we develop an holistic policy?
      • 14.4.2 Smart grid concept gathering momentum
      • 14.4.3 Smart grids require policy changes
    • 14.5 Regulatory framework
      • 14.5.1 Confusion regarding regulations
      • 14.5.2 Action needed
      • 14.5.3 Facilitating smart grids
      • 14.5.4 International benchmarks
      • 14.5.5 New spectrum proposal boost for smart grids
    • 14.6 Industry is moving in the right direction
      • 14.6.1 Meters in Victoria not so smart
      • 14.6.2 Smart grids studies – Logica
    • 14.7 Industry transformation
      • 14.7.1 Utilities need to be modernised
      • 14.7.2 Technology solutions need to be followed through
      • 14.7.3 The need for trans-sector approach
      • 14.7.4 Energy saving not in the interest of the owners of the retailers
    • 14.8 ICT solutions for global warming and energy saving
  • 15. NBN Market Forecasts – 2015; 2020
    • 15.1 Total overhaul of the industry
    • 15.2 Fixed Infrastructure market
    • 15.3 Wholesale Market
    • 15.4 The retail market
    • 15.5 penetration Forecasts
      • 15.5.1 Rollout penetration
      • 15.5.2 Broadband access penetration
    • 15.6 The mobile market
    • 15.7 The trans-sector market
      • 15.7.1 Forecasts – 2015; 2020
      • 15.7.2 The digital media market
      • 15.7.3 Business Market Survey
    • 15.8 Business models and Mergers and Acquisitions (M&A)
      • 15.8.1 Fixed market scenarios
      • 15.8.2 Mobile market scenarios
  • 16. BuddeComm’s International Broadband and Trans-sector Activities
    • 16.1 The birth of the trans-sector concept
    • 16.2 Australia – one of the first countries to develop trans-sector policies
    • 16.3 Smart grids and e-Health – the first trans-sector projects
    • 16.4 Support from Obama and the FCC
    • 16.5 Trans-sector innovations in the Netherlands
    • 16.6 New Zealand and the UK
    • 16.7 United Nations puts its weight behind trans-sector
    • 16.8 Briefing International Investment Houses
    • 16.9 BuddeComm proud of the part it has played
  • 17. Glossary of Abbreviations
  • Table 1 – Deployment schedule
  • Table 2 – NBN pricing schedule for access virtual circuit
  • Table 3 - Initial take up rate NBN - late 2010
  • Table 4 - Broadband uptake* scenario forecasts – 2015 - 2020 (household penetration)
  • Table 5 - Impacts of the NBN on industry output at 2020 (% change)
  • Chart 1 – Market share size of NBN trans-sector market – 2020
  • Chart 2 – NBN services revenue share estimates by market share – 2015
  • Chart 3 – NBN services revenue share estimates by market share – 2020
  • Exhibit 1 – Economic benefits of broadband – overview of surveys
  • Exhibit 2 – Rollout plan – 2011 - 2012
  • Exhibit 3 – Key applications of a digital economy
  • Exhibit 4 – Trans-sector benefits
  • Exhibit 5 – The social and economic benefits of broadband – case study
  • Exhibit 6 – Fibre revives Woodstock in central New South Wales
  • Exhibit 7 – Key broadbanding steps
  • Exhibit 8 – Some application bit rates
  • Exhibit 9 – Economic effects of trans-sector broadband
  • Exhibit 10 – Smart homes
  • Exhibit 11 – Definition of cloud computing
  • Exhibit 12 – Amazon Web Services
  • Exhibit 13 – Costs of e-health plan
  • Exhibit 14 – Funding for e-records
  • Exhibit 15 – Background information on the Clever Networks program
  • Exhibit 16 – Retail price rises in 2010 compared with annual bill in July 2009

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Number of pages 204

Status Archived

Last updated 2 Feb 2011
Update History

Analyst: Paul Budde

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(normal price US$1,150.00)

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