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Recent events have catapulted the question of Net Neutrality,which has been talked about for the past decade or so, directly into the public eye:

• A Federal Appeals Court reminded the Federal Communications Commission that it has no regulatory jurisdiction over Type I communications services (Internet);
• The chairman of the FCC proposed his 'third way' to change the regulation of Internet to a Type II service (the highly regulated telephone service market) complete with some or all of the telephone service's USF tax, responsibilities of a carrier of last resort, regulator intrusion into all manner of Internet service operation and pricing. Regulated companies are shocked, disappointed and vocal. Cable company stock prices fall.
• Congressmen chime in with various trial balloons including legislatively forcing the FCC to require the regulations for Internet companies as it does network providers.
• CEOs of Verizon and Google develop and share a framework that basically regulates broadband wireline services, leaving wireless broadband free to develop. AT&T, stopping short of an endorsement of the framework agreed that wireless should be free from regulation since it is a competitive service and since spectrum is a limited and shared public resource; pricing is the ONLY mechanism to fairly allocate users and uses.
• Consumer group zealots protest Google's participation in the framework.

This report reviews the players and issues and notes five unspoken (really rarely spoken about) issues that are influencing the pace and style of discussions.

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Large companies are defined as those organizations with more than 1,000 employees. Typically Brockmann & Company market research projects involve segmentation of organizations to assess the maturity and scale of technologies, organization, practices and policies across the Large Company, MidMarket and Small Business segments.

In the organizational lifecycle, this scale of business happens in companies that have progressed through growth or acquisition to a sufficiently large scope of operation. Communications-wise, these organizations often have the need to connect and support hundreds or thousands of branch offices across the US and or across many countries. Effective management means that there is often a divisional structure, or regional command structure which places demands on the shape of the network and the flow of communications traffic.

Large Company Reports:

• Wikis in Large Companies, 2009
• Perspectives on Conferencing in Large companies, 2009
• Forums in Large Companies, 2009
• First Contact in Large Companies, 2009
• Blogs in Large Companies, 2009

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Brockmann & Company uses organizational size as measured by number of employees as a variable for segmentation of user needs. Small businesses have more than 1 and as many as 100 employees.

Our hypothesis, as shown in these reports, is based on the lifecycle of business organizations. Every business starts as a small organization and as its products and services are perfected and sold to an ever-larger number of customers, it must grow in revenue, expenses and headcount. The small company communications services and technologies are not as expensive, feature-rich or sophisticated as required for typical MidMarket or Large Companies.

Small Business Reports:

• Wikis in Small Business, 2010
• Forums in Small Business, 2009
• Blogs in Small Business, 2010
• Quality of Voice Communications in Small Business, 2010
• Perspectives on Conferencing in Small Companies, 2009
• First Contact in Small Companies, 2009