Conclusion

The tools presented herein demonstrate that industry trends are predictable to a significant degree, as are enterprise inflection points. Such future predictive indicators and early warning red flags permit a better, more timely, allocation or reallocation of resources relative to changing market conditions. An understanding of the models presented indicates that one may gain competitive advantage in a timely manner, permitting better planning and actions that result in superior competitive performance through the application of the tools presented. For instance, an understanding of the Minute/Margin Squeeze Model would have indicated a change in business case fundamentals was required, or failing that, perhaps the need for IXC marketexit by approximately late 1998. And, an analysis of the price per minute pressure on wireless carriers today draws a disturbing parallel to the IXC experience. In particular, an understanding of an industry's State, Gap, and Trend Analyses, market drivers, and disruptive technologies permits a better estimate of the composite makeup, size, limits, duration, and shifts in market directions. In sum, collective, consistent, and proper application of the tools and models presented herein should provide significant insight and, likely, competitive advantage in the telecommunications marketplace. Clearly, had these tools been employed by many of the major players in the telecommunications industry over the past decade, we might see a different competitive landscape today.