Global Sales And Marketing

Global Crossing (wholesale) Market Research Report

Global Crossing owns and manages a highly secure end-to-end IP network that would be very difficult for a competitor to duplicate. During 2009 and into 2010, the company continued making strategic investments in its network to create a platform that delivers a wide range of global services to enterprises and carrier customers.

Global Crossing’s consolidated revenues were relatively stable in 2009 compared to 2008 and it had a small operating profit. Between 1Q09 and 1Q10, its IP traffic grew 63% and it expanded its IP VPN ports by 13%. During 1Q10 its network handled 3.99 billion IP interconnected minutes.

The company generated positive cash flow during the 2009. However, the company still has a relatively high debt burden with some loans due in 2011. Although continued positive cash flow will help reduce this burden and increase the company’s options for further growth, it must find a way to significantly improve its long-term financial stability.

Global Crossing has rebuilt itself as a forward-looking, customer-focused international carrier. Now it strives to become one of the market leaders in global data and IP services, by enabling carriers and enterprises to support all their networking needs over a single network, from a single provider, to anywhere in the world.

Its network will play a central role in Global Crossing’s efforts to achieve its vision: “to be the recognized leader in connecting businesses, people and information around the world.” We think the carrier has the human and technological foundation to come close to that goal, but its financial situation could impede progress.

Having firmly established its core ‘invest and grow’ lines of business (i.e., enterprise, and carrier data services addressed through direct and indirect channels), it is now working to enable those sectors with global IP and Ethernet transport services, hosting, and management services. The company’s Fast-Track white-label services and its Global Partner Program (GPP) continue as key tools for working with service provider partners. It also continues to sell through systems integrators (SIs), resellers, and others, as well as selling directly to enterprise customers.

While the company’s stated strategy, service portfolio, and channel strategies are all strong, we believe that 2010 could be a critical year for Global Crossing to contain its costs and restructure or pay down the debts that will come due in 2011.

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Table Of Contents :

Executive summary
In a nutshell
Ovum view
SWOT analysis
Strengths
Weaknesses
Opportunities
Threats
External conditions
Competitive environment
Regulatory environment
Customer demand
MNCs will outsource broadband transport to Global Crossing
Global Crossing’s average order volume improved
Global Partner Program and Fast-Track services support carriers
Demand for IP transit increased in 2009
Strategy
Overview
Strategic objectives
Strategy implementation
Customer segmentation
Target customers share migration objectives
Customer-service strategy
Products and services
Product strategy
Determined efforts to move away from the voice minutes business
IP and data centers play a key role in customer growth
Service delivery
2010 network upgrades aim to increase customer demand
MPLS provides flexibility to wholesale customers
Leveraging its Latin America resources supports customers and growth
Data centers support intermediaries’ hosting services and solutions
Service reach
Indirect sales and partners extend Global Crossing’s sales reach
Pricing strategy
Company information
Business focus
TDM-based wholesale voice isn’t a major focus
Wholesale data provides three key target opportunities
Company size
Organization
Partners
Acquisitions
Financial highlights
Results from financial year 2009
Debt
Ownership
Appendix
Methodology

List of Tables
Table 1: Global Crossing strategy and execution

List of Figures
Figure 1: Global Crossing carrier market segmentation
Figure 2: Global Crossing channel strategy
Figure 3: Global Crossing’s position in the wholesale service structure
Figure 4: Global Crossing functional and CFU organization
Figure 5: Global Crossing worldwide carrier services organization
Figure 6: Global Crossing: headline financials, 2006–2009
Figure 7: Global Crossing’s revenues by segment, 2006–2009

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