There are a series of challenges and opportunities in the .Ca domain name space as well as that business. The CIRA FY 17 – 20 STRATEGIC PLAN presents the following analysis: Market is changing fundamentally and rapidly, Canada’s Internet performance is underwhelming, .CA growth is slowing over next four years, and Domain channel is underperforming
In addition I saw a series of other challenges.
The first challenge – really an imperative and as such an ongoing challenge to keep doing it well – is to “provide a stable, secure and trusted domain services”. While the technical management of the DNS is in the hands of the Internet Corporation of Assigned Names and Numbers (ICANN), the actual deployment and management is delegated (country code top level domain – ccTLD and now gLTD and nTLDs).
Issues will continue on the value chain of “build, connect and secure”. Challenges will continue on trademarks, legitimacy and residency, and the dispute resolution process. ICANN has a narrow definition of cybersquatting – the illegitimate use of someone else’s trademark. However there are many web names (not domain names) that are taken that are never used, held at the prospect of a sale. That is a property that sits fallow and possibly inhibits the formation of legitimate businesses, possibly causing confusion in the market place. Typically that is all managed by the registrars.
The 2nd challenge is a marketing one. Having had the monopoly on domain name registration, CIRA revenues have grown very nicely. Once IPv6 is fully deployed, more devices will connect to the Internet, increasing security concerns, while slowing the growth of domain name registration (and the revenues that follow). The challenge is creating more awareness and recognition; the opportunity is for more revenue
The 3rd opportunity is one of mandate – how to play an ever increasingly role in “leadership shaping Canada’s Internet”. Currently there is a vacuum on internet policy nationally as Canadians do not see that there is a single body that is looking out for them. Corporate Social Responsibility (CSR) – promoting research as well as community programming – deserves further thought. CIRA could start being more of a champion, not just a custodian.
A 4th challenge and opportunity that comes from the latter two challenges and opportunities is to improve CIRA revenue sources. Given that CIRA has a nice investment fund is it making optimal use of it (striking the balance between return and risk)? What new products and services can be developed?