Kaleil D. Isaza Tuzman Chairman and Chief Executive Officer Sure. I'll maybe tackle a part of that, Richard, and then pass it to Gavin in terms of addressing verticals and geographies. From a competitive perspective, we still have the same kind of direct competitors, product size software capabilities that are listed on our competitive landscape slide, available off of our website in our corporate presentation. We see companies like Arvato Mobile. We see companies like Deltatre in the sports area. We see companies like thePlatform, a subsidiary of Comcast, although my humble opinion is, over time, you'll see thePlatform's work get more subsumed into the Comcast, kind of corporate priorities. We see companies on the enterprise side, like Qumu and Kontiki, occasionally. So we have a number of those competitors listed. As a nod to Wall Street, less so as reflective of our day-to-day reality, we put on that slide, as well, companies like Kaltura and Brightcove, which we are aware is out to do a potential IPO, and Ooyala and others. We have great respect for those players. They're from our perspective in a kind of an adjacent or parallel space. We don't face them: some of them not at all, some of them very, very rarely. I think, to Gavin's point, what's happening now is that we're effectively graduating into a new tier of commercial reality, which is quite exciting, but introduces, as you know from this raise, some required action, some of which is painful, in that we're effectively competing, in certain cases, against custom builds, against Accenture or Atos Origin or Alcatel-Lucent and others coming in and saying, "You've been with -- we're doing business transformation work with you across" -- I was with a telco operator in Asia a couple of weeks ago that provides over $1 billion of revenue to IBM per annum, for example, across their entire activities in a number of countries. So these large players are coming in saying, "We have a large master contract with you. You trust us. We're going to be around. We'll survive the recession, and we'll build this for you. Sure, it'll cost $40 million more, because we don't actually have a product,” which is the between the lines message, “but we're a trusted vendor.” That is probably the most common competition now. It offers a lot of opportunity though, because on some days, as Gavin said, you're kind of walking with the elephants, competing directly with the RFP around an IP video platform. And in other cases, you're subbing into them, and you're playing both sides of the street. But even when you sub into them, those large companies, like your Atos Origins, your IBMs, your Accentures, your Ericssons, etc, they have their own requirements. In fact, some of them even more stringent around their subcontractors and vendors' liquidity and they require L/Cs, et cetera. So this really solves both of those situations. And as I said, it's a graduation into a new tier. Gav, you want to take the second part of the question, from the verticals and geographies?
nazor si udelejte sami:))
