s operating in the OSS/BSS markets has already decreased approximately 14% during 2002-2006. Implications: Software vendors should find a position and/or alliance for them- selves in a market with a half of the vendors left. Metrics: Number of software vendors reducing gradually to about a half of the current number (i.e., 150 or less). Number of software vendors can remain in a higher level if market growth exceeds 10%. 2.1.2 MS8: Integration Focus Description: CSP consolidation reduces the number of customers for software products and requires services for integrating the systems of merging CSPs (during 2009-2013). The emphasis is shifted from software products to integration services. Reasoning: First, in some product categories the OSS/BSS software vendors would need more potential customers (CSPs) than are currently available, in order to operate a product-based business. Simultaneously, consolidation of their customers shifts their business priority to integrating existing software systems of merging operators rather than innovating new software. Already at the present, integration services of legacy systems developed for legacy technologies seem to form a great part of the OSS/BSS industry's revenue (according to Dittberner, the system integrators receive 55% of the total OSS/BSS market volume). The variety of existing OSS/BSS software products seems also cover the needs of CSPs. There is little use for new kind of software, and the software development efforts will concentrate on improving existing software products. Manager's Toolbox for OSS/BSS Market Analysis Implications: Consolidating CSPs implies consolidation need for OSS/BSS software product vendors but brings (temporarily) new business for systems integrators. Metrics: Number of CSPs (now round 650 mobile operators, decreasing). Ratio: the number of CSPs divided by the number of OSS/BSS software vendors. Threshold number of customers needed for each software product vendor in a market segment (round 14 in the example, see Chapter 11). Sum of mark