et share of software integrators in the OSS/BSS market out the total OSS/BSS software market (revenues of the software integrators represented 55% of the OSS/BSS software market in 2006, see Chapter 5). 2.1.3 MS15: New CSP Business Demands New Software Description: Changing business environment and business models force telecom service providers to adopt new organizational structures and hence also new software solutions. Reasoning: The current turbulent competitive environment puts pressures on CSP's to provide new innovative services and business models in order to be able to maintain or increase their revenue per user. On the other hand, some new services and business models might be introduced by completely new kind of CPS's, which do not yet exist on the market. Implications: OSS/BSS software vendors or new entrants will appear in the market to serve new operators (and new businesses within old CSPs) with new (typically product-based) solutions. This will be an opportunity for established players to acquire new business and growth, but may also require fast creation of additional features to existing products and systems. Metrics: Number of new CSPs. Number of new CSP service introductions. Number of CSP reorganizations announced. 2.2 Low Likelihood: High Impact Miniscenarios The following four miniscenarios (by decreasing likelihood and impact) have all lower likelihood but higher impact than the average. They represent a somewhat revolutionary development for the next phase of the OSS/BSS market where either a dominant design or a dominant approach for OSS/BSS software has been adopted. This will cause a major reshaping of CSP software architecture, will revise the P. Tyrväinen set of required software products, and will renew the positioning of software companies in the market. 2.2.1 MS11: IP Platform Product Establishes a Dominant Design Description: An OSS software product provides an abstraction for the IP networks and the software products built on top of it will dominate the OSS/BSS market after the 