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September 30, 2014
by admin

Europe relaxes flight-mode restrictions for using phones and tablets on planes

Europe’s Aviation Safety Agency has removed another obstacle to passengers using smartphones and tablets during flights.

After giving the green light to smartphone use during flight last year, Europe’s Aviation Safety Agency (EASA) now says it’s fine to use smart devices without activating flight mode.

Following last year’s guidance update from EASA, British Airways, Scandinavian Airlines, and other carriers began letting passengers use their devices during take-off and landing, so long as the passenger had switched on flight mode.

Photos from the flight

All aboard Gogo’s private jet to test new text, talk service (photos)

Airlines that did permit devices often remind passengers to turn on flight mode, but rarely if ever check or enforce the flight mode requirement. So with the new guidance from EASA, they can simply skip the process altogether.

According to EASA, the new guidance is meant to bring aircraft device use in line with other travel options, such as trains, and is a regulatory step towards gate-to-gate telecommunications.

“EASA has been working towards enabling airlines to allow the use of these devices with freedom comparable to that in other modes of transport, for example in trains,” it said.

“This has been achieved: from the 26 September 2014, EASA has made it possible for airlines to allow passengers to use their PEDs throughout the flight, regardless of whether the device is transmitting or not, ie in ‘aeroplane mode’ or not.”

Last year, after EASA said it was safe to use mobile devices in flight mode, the European Union cleared the use of 3G and 4G spectrum by airlines to provide broadband services to passengers at altitudes higher than 3000 metres.  

Earlier this year, German airline Lufthansa began offering mobile services on its long-haul flights. Through a deal with Aeromobile, Lufthansa passengers could use their own networks for data during a flight, including services from Vodafone, EE, and Three in the UK; T-Mobile, Vodafone, e-Plus and O2 in Germany; and ATT and Verizon in the US.

Lufthansa did however include one rule that had nothing to with EASA — the airline banned voice calls during flight and reminded passengers to put their mobile on silent or vibrate.

Read more on this story

September 30, 2014
by admin

Ho’s Perspective: Sprint needs to step up its 2.5 GHz LTE deployment

William Ho

Many industry people remember Xohm, Sprint’s WiMAX-based “4G” service operating on its 2.5 GHz TDD spectrum. Though the technology is largely a thing of the past and its adoption hotly debated, Sprint saw a chance to race ahead of its competitors with faster than 3G mobile broadband services.  As we all know, the bet on WiMAX proved disastrous as the world embraced LTE. Rather than having a year or more lead, Sprint found itself an LTE straggler.

Today’s landscape sees larger competitors ATT Mobility and Verizon Wireless exceeding 300 million LTE POPs covered with their respective 700 MHz assets, while upstart T-Mobile US has aggressively used its AWS and PCS spectrum and is on track to meet 250 million POPs covered by the end of the year.

Though Sprint has already passed the 250 million mark using a small 5×5 MHz sliver of PCS spectrum, rivals implementing 10×10, 15×15 and even 20×20 MHz of bandwidth deliver greater speeds and capacity.  While Sprint says that the intensive “rip and replace” of the older CDMA and Nextel infrastructure is largely done, it is still unfinished in the two more important LTE components–800 MHz and 2.5 GHz–of its tri-band Spark strategy.  For many years, Sprint has talked up how its 2.5 GHz spectrum holdings, 120-160 MHz deep in some markets, will give it a competitive advantage. Industry watchers continue to wait on its execution while some customers have left for other options.  In the context of coverage, Sprint’s stated 100 million 2.5 GHz LTE POP target by the end of 2014 just seems inadequate given today’s competitive environment.

When Marcelo Claure took the Sprint helm in mid-August, he outlined his priorities: reduce prices, improve the network, and decrease operational costs. Quickly introducing new and reduced pricing plans and promotions of the iPhone launch let Claure check that box, but it’s an ongoing process given the competitive backdrop. Decreasing operational costs is also ongoing, but we’ve seen this played out in some fashion in the CFO Bob Brust era. Recall the “no photocopying” and the offload of 6,000 network operations personnel to Ericsson?  Current CFO Joe Euteneuer will surely make his own mark. 

However, the network improvement is the most important near term priority for Sprint. Rather than network improvement, Sprint needs network acceleration. Just as he was aggressive in pricing and promotions, Claure has the opportunity to step on the gas to expand the 2014 2.5 GHz target and accelerate the 2015 rollout with at least 250 million POPs covered before the end of next year.  

Yet, at the mid-September Goldman Sachs investor conference, Claure revealed that Sprint was taking a different tact. Instead, there wasn’t any expansion of the network plan, the plan was to smartly concentrate the 2.5 GHz buildout in a few cities rather than to fully build out to the previously planned 33,000 sites. This appears to be a revisit of the strategy Sprint had circa 2012 when Sprint provided Clearwire priority markets it needed to build out because of “heavy data tonnage” subscriber demand.  

The same logic applies: have an excellent and differentiated data experience where all competitors encounter congestion; leverage the planned two-carrier and three-carrier carrier aggregation to bring about the promised 100-150 Mbps peak speeds to beat rivals, market regionally, increase service and network reputation.

Don’t get me wrong, this is good logic and in clarifying with Sprint, their CEO’s comments addressed looking at sales and marketing priorities rather than perhaps engineering ones.  I do disagree with Claure’s comments about not needing “to plaster the nation with 2.5, because it’s going to take us too long.”

Sprint will still need to address the broadest 2.5 GHz national deployment, because competitors are working on a national consistent and high speed experience. Sprint hasn’t discussed any details on what the 2015 POP/market target and ultimately how its 2.5 GHz component will look like relative to competitors. It’s well known that high-band spectrum like 2.5 GHz provides great capacity but due to poor propagation characteristics building out coverage gets expensiv, and to cover 300 million POPs seems improbable. 

To be sure, Sprint’s efforts with Competitive Carrier Association (CCA) members can help with some of the Spark buildout and associated roaming in 27 states while adding 38 million POPs to the tally.  Beyond this footprint, Sprint needs a wide 2.5 GHz footprint to further the promised differentiated speed experience. What a disappointment for subscribers to drop from a 100+ Mbps experience to one with less than 10 Mbps, dropping to either the thin 5×5 PCS or 800 MHz systems. The future connected car equipped with infotainment systems and mobile hotspots will surely require the bandwidth capability that 2.5 GHz Spark promises.

In the near term, there is the competitive marketing pressure. Verizon has been making inroads in its AWS-based “XLTE” network hitting a reported 400 markets (its 700 LTE covers 500 markets), giving it greater capacity and speed.  T-Mobile has been very assertive publicly with its claim of the nation’s fastest LTE speeds with a “Wideband” (i.e. at least 15×15 MHz) LTE moniker. Moreover, the T-Mobile has already started to deploy its low-band 700 MHz A Block spectrum. ATT has been quieter about any network moves but logically something should be in the works to respond to chief rival Verizon.  The takeaway is that ATT, T-Mobile and Verizon Wireless are moving forward, building upon their national network and speed reputations at a faster pace than Sprint, and leveraging marketing mileage from it. Competitors already have a head start and “America’s Newest Network” may not be able to blunt their advances.

To be sure, accelerating deployment isn’t a trivial matter. It requires more capital, planning and vendor infrastructure and device coordination. Obviously, Sprint parent SoftBank has deep pockets and is able to up its commitment beyond its planned levels.  At the beginning of the year, Sprint projected $8 billion in 2014 capital expenditures. With equipment buying power synergy with Softbank, Sprint dropped the projection to less than $7 billion after last quarter’s earnings call. Recently, SoftBank has seen its pockets lined by around $4.6 billion, as the 32 percent investment stake in Alibaba has increased in value, in light of Alibaba’s record initial public offering. Given Sprint’s capital resourcefulness and additional SoftBank injection, Sprint can accelerate and broaden its 2.5 GHz deployment plans.  In doing so, it can narrow and close any competitive gap more quickly. SoftBank Chairman Masayoshi Son has said on many occasions that he wants to bring higher mobile broadband speeds to the US and he wants to win.

Claure said he likes being an underdog and winning. Stepping on the gas for the 2.5 GHz network is an essential and urgent component for winning.

William Ho is a leading industry analyst, consultant, and commentator at 556 Ventures. He has over 25 years experience in the fixed, internet and wireless sectors. Follow him on Twitter @billho888.

September 30, 2014
by admin

Steve Ballmer’s Zesty New Life: $23.5 Billion And An NBA Team

“I love great views,” Steve Ballmer says with a grin as he takes me on a quick tour of the 40th-floor apartment he just rented in Bellevue, Wash. One set of picture windows faces the downtown Seattle skyline. Another provides a gorgeous view of Mount Rainier to the south. As Ballmer settles into a large tan sofa, I realize one outlook is missing: to the northeast. The apartment’s interior walls prevent us from looking inland toward Microsoft’s giant campus, where Ballmer worked for most of his adult life.

The past is vanishing. From this new perch, Microsoft is literally behind Ballmer and out of sight. The longtime chief executive still commands the room with the same booming voice and wild gesticulations that made his public appearances at Microsoft legendary spectacles. But it’s not his job anymore to cheer-lead for Windows, Bing or a host of other Microsoft efforts. Control has passed to a new chief executive, Satya Nadella, who is smoothly recalibrating Microsoft’s strategy. When I ask Ballmer how often he hears from his successor, the wry answer is: “Once a month–maybe.”

Instead of waiting for calls that won’t come or, even worse, butting in, Ballmer is on to the next thing and trying to pull off the biggest relaunch of his career: himself.

“I’ve got a seven-part plan,” says Ballmer, swirling an iced tea. Playfully, he starts talking about the little stuff: getting himself into better physical shape, improving his golf game and keeping tabs on his 333 million shares of Microsoft. He’s getting tutored in areas that intrigue him, such as Hebrew: “I never had a bar mitzvah when I was a child.” Eager to rectify that gap, he wants strong enough Hebrew skills to be able to recite his Torah portion. But then the banter stops. Ballmer knows that at age 58, with a $22.5 billion net worth that puts him at No. 18 on The Forbes 400, he is too young, too rich and too full of unrealized goals to while away his next decades with the small hobbies of an ordinary corporate retiree.

So now we get to the big items on Ballmer’s list. Atop the priorities: maximizing his recent, eye-popping $2 billion purchase of the Los Angeles Clippers basketball team. Regardless of how many people think he overpaid–pretty much everybody–Ballmer sees value. Meanwhile, he and his wife, Connie, are feeling the first stirrings of wanting to do something sizable in the civic/philanthropic areas. Analytical to a fault, Ballmer has been hanging out with everyone from bloggers to the head of the Congressional Budget Office, trying to figure out if there’s some gap in government redistribution programs where he–and his money–could make everything work better. Finally, Ballmer is wrestling with the tangled legacy of his 34 years at Microsoft. He is closely associated with the company’s biggest successes (Windows and Office) and its most awkward missteps (Bing search, the Windows phone, the Zune MP3 player). Ballmer says his record speaks for itself, particularly his success in tripling Microsoft’s profits during his 14 years as CEO. “Only two companies in America–put the oil companies aside–make the kind of money we make,” he says.

Linking everything is Ballmer’s long-simmering need to establish himself as his own man after having lived in the shadow of Bill Gates and Microsoft for decades. When the two men were Harvard classmates in the mid-1970s, Gates was the Pied Piper, encouraging the highly conscientious Ballmer to join him in skipping classes, on the (correct) belief that both could muster an A on the final anyway. During Microsoft’s early years Ballmer constantly was put to work fixing the company’s toughest problems, yet was never given the title of president until at least three other executives had cycled through that job. Even more recently, when Ballmer was CEO and Gates was semiretired, the leadership baton never fully passed. People feared Ballmer, but they revered Gates.

As Ballmer plots his calendar, it’s easy to see how this hunger for autonomy and recognition influences him. Several friends note that Ballmer is spending a lot more time in Los Angeles these days, not just because he bought the Clippers but also because it lets him break free of Seattle and mingle with new friends. He’s revisiting his legacy this autumn by teaching at Stanford and USC business schools. Eager to talk about both his stumbles and successes, Ballmer’s main goal is to show that his playbook remains relevant to a new generation of leaders. Most tellingly, Ballmer is starting to sketch out a philanthropic vision that doesn’t involve being a small planet orbiting the giant sun of the $40 billion Bill Melinda Gates Foundation. The Ballmers have yet to set up their own foundation, but he waves off the notion of following Warren Buffett’s example and passively submitting his wealth to the Gates team to manage. “It’s great what Bill and Melinda are doing,” he says, before pausing a beat. In the end, Ballmer continues, he wants to find his own path this time.

ASK PEOPLE TO RATE Ballmer’s performance in running Microsoft and you’ll collect a shockingly wide range of opinions. His harshest critics focus on all the things that didn’t go right: a messy, five-year struggle to launch the Vista operating system; ill-fated acquisitions such as the $6 billion purchase of aQuantive; and the chronic inability to catch up with Google in search or Apple in mobile phones, music players and tablets. Such fault-finding led prominent hedge fund manager David Einhorn to call for Ballmer’s ouster in 2011, contending that “Ballmer is stuck in the past and is at best a caretaker at Microsoft.”

In the other camp are panoramic thinkers like Warren Buffett, who noted in his 2009 annual shareholders’ letter that Ballmer had the bad luck to take office in early 2000, just as the tech-stock bubble was about to pop. The ensuing fast skid–and slow recovery–of Microsoft’s share price has meant that the company’s stock performance during Ballmer’s tenure has forever been tarnished by an unfair starting point. By measures such as profit growth or the longevity of the huge Office and Windows franchises, Microsoft’s performance during the Ballmer era looks far better.

Given the chance to appraise himself, Ballmer starts speaking softly, asking if he could begin the clock in 1980, when he joined the company, rather than in 2000. Told that he could do so, Ballmer begins going over his own report card, getting louder and more wide-eyed with each crescendo.

“My total time kicked ass,” he declares. “I made mistakes. I kicked ass! I tried some things that haven’t worked, could still work, did great. I’m not going to tell you it was perfect. That would be silly. On the other hand, let me say that I was a leader–the leader! Do whatever you want with Bill and I over the years, where the relationship changed periodically. Over the past 35 years we have probably generated as much profit for shareholders as almost any company in America.”

The business-according-to-Ballmer book will not be in stores anytime soon, if ever. Unlike Jack Welch, whose career recap was an immediate bestseller upon his retirement from General Electric, or Lou Gerstner, who scored with his IBM postmortem, Ballmer isn’t inclined to pen such a book, and realistically, with the exception of the late Steve Jobs, there aren’t any big-company CEOs whose life stories or business tips are likely to appeal to the current era’s highly cynical audience.

About 90 M.B.A. students are currently getting the wisdom of Ballmer once a week at Strategic Management 588, a class Ballmer is teaching at the Stanford Graduate School of Business with professor Susan Athey. The syllabus covers topics such as product development, business models, managing people and creative destruction. Most of the examples will come from Microsoft. One lecture on brand building through storytelling, for example, will contrast Microsoft’s spectacular rollout of Windows 95 two decades ago with its patchier efforts last year to bring the Surface tablet to market.

“He’s willing to be critical,” says Athey. “He really wants to get the right answer, and he’s not going to stop until he understands something.”

Kicking around Microsoft’s past in a classroom may be the safest place for Ballmer to sort out why the company lost some of its innovative magic in recent years. But it’s not Ballmer’s style to grouse about his old employer in public. Noting that Microsoft stock is up about 26% since Satya Nadella took over as CEO on Feb. 4, Ballmer says he is thrilled, adding, “He’s off to a fantastic start.” And when our interview recording is briefly halted by a mix-up involving my Android phone, Ballmer gives me a withering look. “You wouldn’t be having these problems,” he declares, “if you used a Windows phone.”

SPORTS HAVE BEEN a profound part of Ballmer’s life since high school, when he was a 260-pound lineman for Detroit Country Day School. Ballmer still remembers the thrill, as a senior, of getting to wear jersey 71–the same number as his hero, Detroit Lions defensive tackle Alex Karras. Glory turned out to be fleeting. By game five of the season Ballmer was benched in favor of a lighter teammate with greater agility. He took the lesson to heart in college, heading to the sidelines at Harvard and becoming the varsity football team’s student manager.

September 30, 2014
by admin

Akamai: Broadband Speeds Tip 4 Mbps Globally; DDoS Attacks Down 15%

Internet speeds, fuelled by the growth of cellular networks and low-cost smartphones and tablets, are on the rise, and this last quarter the world finally reached a tipping point. Globally, we have finally passed average connection speeds of 4 megabits per second — the threshold for global “broadband” connectivity. The figures come from Akamai, which provides quarterly updates on connection speeds and security in its State of the Internet report.

At the same time, it appears that at least one of the biggest types of internet threat traffic is on the decline: distributed denial of service attacks are down by 15% compared to a year ago.

Connection speeds are not only growing, but they are accelerating: as a point of comparison, it was only a year ago that just half the world’s Internet connections were exceeding 4 Mbps. In the last quarter they have gone up by 21% and are now at 4.6 Mbps, working out to a year-on-year rise of over40%.

It’s a small but significant milestone in global broadband connectivity. Four Mbps may not sound like much to people in some places — in the U.S., for example, states like Washington and Delaware are seeing peak speeds of over 50 Mbps — and in some countries, like Brazil, the average isn’t even yet past 3 Mbps. But it is a sign that things are gradually improving overall. Those are statistics that will have an impact on the kinds of services that can be developed for consumers and businesses everywhere.

Some other notable highlights from the report:


South Korea remains the world’s fastest country when it comes to mobile broadband. Its average mobile connection speed is now at 15.2 Mbps, while another Asian country — Vietnam — took the slowest spot of the 56 countries surveyed, with 0.9 Mbps. (This, of course, excludes a swathe of countries that didn’t even make the list.) Australia took the top spot for peak connections on mobile at 108 Mbps.

At the same time, it’s worth remembering that this data growth comes as voice growth has all but stalled, a trend made starkly clear by this usage graphic:

Interestingly, while Android-based phones have by far overtaken other platforms when it comes to device sales, when it comes to using a smartphone for data services, iOS continues to come out on top. Mobile Safari, Apple’s default browser, is currently the clear leader as the most popular browser when looking across both cellular and on non-cellular networks (for example using a device over a WiFi network).

These kinds of usage patterns underscore one of the reasons why developers and carriers continue to hold iOS and iPhone handsets as a top priority in their own roadmaps.


Although we continue to hear about security breaches both for specific companies and vulnerabilities for specific operating systems, it appears that there are some positive trends in the area of global attack traffic.

Akamai says that the number of unique countries and regions where attack traffic originates from has gone down, and is now at 161 regions (down by 33 compared to the first quarter of this year). There appears to be a concentrating trend underway: China kept its spot as the biggest originator of traffic, now up to 43% of all attacks, and Indonesia, at number two, doubled its attack volume, and is now at 15% of all attacks.

Although Asia accounted for 70% of all attack traffic, it’s not the only region responsible: the U.S. was in at number three with 13% of all attacks (and also rising versus last quarter). “The composition of the top 10 countries/regions remained the same from quarter to quarter, but the group was responsible for a greater portion of observed attack traffic: 84% as opposed to 75% last quarter,” David Belson of Akamai writes..

Attack traffic concentration across the top 10 targeted ports increased quarter-over-quarter to 71% from 55%, Akamai notes. “For only the third time in the history of the report, Port 445 (Microsoft-DS) fell to the second-most targeted by attackers. Port 80 (WWW/HTTP) took the lead in the second quarter when its attack traffic nearly doubled to 15% but, interestingly, was not the most targeted port among any of the top 10 countries/regions,” Belson notes.

DDoS traffic, interestingly, is also on the decline, with 270 DDoS attacks reported among Akamai’s customers in the second quarter, down from 283 in the first quarter. This makes it the second consecutive quarter with a decline and a drop of 15% year over year, Akamai notes.

“For the first time since Akamai began tracking repeated attacks against targets, the number of customers that saw subsequent attacks declined from one in four (26%) to nearly one in six (18%). Only two customers were targeted by DDoS attacks more than five times, with one customer seeing as many as seven total attacks, as opposed to the high of 17 attacks the previous quarter,” the company says.

In terms of the regions seeing DDoS attacks, and what kinds of companies are getting targeted, the trends are not changing much: the Americas, led by the U.S., gets the most attention, as do e-commerce and enterprise sites. This should come as no surprise: attacks follow the money.

IPv4 and IPv6

Akamai says that Q2, the period covered in this report, was the first time that it has seen a decline of IPv4 addresses connected to its platform. The number totalled 788 million from 238 unique countries and regions — down 0.9% compared to last quarter, although up by 4.8% on a year ago. Why the change? Growing IPv6 connectivity may be some of the reason.

“Though even a minimal quarter-to-quarter decline is unusual in the history of this report, we see no reason for concern,” writes Belson. “It may be due to providers working to conserve limited IPv4 address space, or likely was a result of increased IPv6 connectivity and adoption among leading network providers. That said, globally, 69% of countries and regions still showed year-over-year increases in unique IPv4 address counts.”

In terms of IPv6, the largest number of requests continued to come from cable and mobile providers. Verizon Wireless took the lead here, with 50% of its requests to Akamai coming over IPv6, the company says. Four other providers, Telenet, Brutele, Kabel Deutschland and XS4ALL also had more than one-third of their requests over IPv6 — a mark of how European countries are still leading in IPv6 adoption.

September 30, 2014
by admin

Mobile Broadband and Broadcasting Spectrum Market 2025 Scenarios for UHF …

DALLAS, September 30, 2014 /PRNewswire via COMTEX/ –
DALLAS, September 30, 2014 /PRNewswire/ – adds Spectrum for mobile broadband and broadcasting 2014 market research report that provides most likely scenarios for the UHF band and the role of hybrid networks between now and 2025. Terrestrial broadcasting plays a significant role in TV reception, but the UHF (Ultra High Frequency) band is highly coveted by the mobile industry.
Hybrid networks could provide an answer to spectrum scarcity in the UHF band says this research available at http: // .

Companies covered in this spectrum for mobile broadband and broadcasting market research report include Alcatel-Lucent, Anatel, Arqiva, Astra, ATT, BBC, Broadcom, BT, China Mobile, Deutsche Telekom, DirecTV, Dish Network, EE, Ericsson, Eutelsat, FCC,, Industry Canada, Inmarsat, Intelsat, Iridium, KDDi, Korea Telecom, KPN, KT, Lantiq, LightSquared, Mediatek, Netflix, Netgem, NTT DOCOMO, Ofcom, Orange, Qualcomm, Reliance, Samsung, SiriusXM, Smart Communications, Sprint (formerly Sprint Nextel), Subtel, Taiwan Mobile, TDF, Technicolor, Telstra, TerreStar, Thomson, Thuraya, T-Mobile, TRAI, Verizon Wireless and YouTube.

Executive summary of this research on UHF band and role of hybrid networks starts with an introduction on use of the radio spectrum below 6 GHz in Europe. It also covers the following major points:

Broadcasting spectrum status: Terrestrial broadcasting plays a significant role in TV reception; but the UHF band is coveted by the mobile industry

Mobile spectrum status and future needs: LTE spectrum; Main LTE frequency bands: FDD; Supplemental downlink (SDL) and Spectrum price below 1 GHz: between 40 and 80 â’ cents per MHz and per pop.

Hybrid networks could provide an answer to spectrum scarcity in the UHF band: Terrestrial broadcast technologies; eMBMS (evolved Multimedia Broadcast and Multicast services) and Hybrid projects.

2025 scenarios for the UHF band in Europe: Presentation of the scenarios and main assumptions; Criteria presented in our scenarios; the most likely scenario as well as conclusion and main issues.

Order a copy of this research at http: // .

List of data tables provided in Spectrum for mobile broadband and broadcasting 2014 market research report include:

Table 1: First and second Digital Dividends, worldwide

Table 2: 2025 scenarios for the UHF band (470-694 MHz)

Table 3: First and second Digital Dividends, worldwide

Table 4: Satellite frequency bands and related services

Table 5: C-band allocations

Table 6: Ku and Ka-Bands for satellite communications (Europe)

Table 7: Main frequency bands for UMTS/HSPA/LTE deployment — FDD mode

Table 8: Main frequency bands for UMTS/HSPA/LTE deployment — TDD mode

Table 9: Status of the 700 MHz band worldwide

Table 10: 3GPP 700 MHz allocations in Regions 2 and 3

Table 11: APT 700 MHz plan — adoption in Asia-Pacific

Table 12: Price (eurocents) per MHz per pop. (for 10 years)

Table 13: DVB-T and DVB-T2 — number of deployments

Table 14: Main characteristics of DVB-T and DVB-T2

Table 15: Overview of MBMS support in 3GPP

Table 16: Resolution, frame rate, encoding, bit rate and adoption for various TV formats

Table 17: Timescales for video coding standards

Table 18: Overview of benefits of Hybrid Broadcast Broadband TV

Table 19: 2025 scenarios for the UHF band (470-694 MHz)

Table 20: Criteria presented in our scenarios

Table 21: Scenario 1 – DTT keeps 470-694 MHz in Europe (‘status quo’)

Table 22: Scenario 2 – Broadcast networks play a more important role towards mobile devices

Table 23: Scenario 3 – UHF band mainly used by hybrid networks

Table 24: Scenario 4 – UHF band used by mobile networks

The Public Safety LTE Mobile Broadband Market: 2014 - 2020 is a 261 pages research report that estimates the global spending on private LTE infrastructure including base stations (eNodeBs), mobile core (EPC) and backhaul will account for $2 Billion annually by the end of 2020. By the same time, the installed base of private public safety LTE base stations (eNode Bs) will reach nearly 155,000 globally, following a CAGR of nearly 60% between 2014 and 2020, and will serve nearly 4 Million private public safety LTE subscribers worldwide. It also says that service prioritization partnerships with commercial LTE network carriers will create an ecosystem for operating public safety devices over commercial LTE networks during this transition period. We estimate that public safety LTE device shipments over commercial networks will account for nearly $7 Billion in annual revenue by the end of 2020. Complete report is available at .

Explore more reports on the IT Telecommunication market at .

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