• An executive management team with “hands-on” experience in the global telecommunications marketplace, specializing in the areas of technology, sales and operations.
• A “quick-to-market” business model based on rapidly deploying VoIP and Internet services in emerging markets, where such services are currently unavailable and/or very expensive.
• The ability to utilize relationships with international carriers to secure traffic in order to anchor the voice-over-IP opportunity.
• A phased modular migration strategy that provides for rapid revenue attainment, at minimal capital outlay; then using the proceeds to grow the business organically.
• Experience in building similar low-cost, high-performing wireless networks in the US, Latin America and the Caucasus regions.
• Know-how in producing tangible results from volatile markets, especially in situations that tend to discourage entry by large legacy-based companies.
• Control of content and applications supporting the “Triple Play” of data, voice and video.
• Access to a rich portfolio of software solutions including: security, distance learning, telemedicine, financial services and E-commerce.
• A protected revenue stream supported by payments (in US dollars) from established telco carriers.
• Virtually zero “bad debt” through the utilization of debit instruments and pre-paid “scratch” cards sold by third party sales agents.
• Focus on three high-value areas: ownership of wireless broadband networks, sales of equipment used in those networks, and control of content and applications distributed over the networks.
• Access to proprietary techniques used to groom traffic, resulting in more efficient network operations and the reduction of expensive satellite backhaul bandwidth.
• Well-placed contacts in target markets of the Middle East and Africa that are prepared to use their influence as an entrée to governmental authorities.
• The ability to secure spectrum and governmental concessions by employing wireless broadband in support of in-country education and telemedicine programs.
• Using the secondary and rural education program to obtain supplemental funding from international aid agencies, NGOs and governments.
• A market-by-market growth strategy with the capacity to overcome cultural “barriers to entry’ by working closely with in-country partners to package the right solution and service for a given market. 

Please note that some of these points may not be considered to be “unique” in a “stand-alone” situation.  However, when woven into the fabric of the overall concept they become elements in a unique set of circumstances that provides this enterprise with a distinct strategic advantage.