August 2002
The Tele-Utility Model For Converged
Networks
BY PAUL REITMEIER
If you want convergence for your enterprise, statistics suggest that you
are probably going to get it from your PBX vendor. A recent study, conducted
by InfoTech, of 325 large and midsize enterprises showed a two-to-one
preference for obtaining convergence solutions from voice vendors, rather
than data vendors. This makes sense for a number of reasons but one aspect
of the choice you may not have considered is that voice vendors may be in a
better position to deliver convergence as a service, rather than a more
traditional up-front capital expense.
With a �tele-utility� model, a single vendor takes over the
responsibility of making your converged network capable of delivering voice
and data at higher service levels required to support real-time
applications. It�s outsourcing, to be sure, but with the added twist that
the network that�s being outsourced is more horizontal than vertical.
PBX VERSUS NETWORK
In the past, a single vendor installed and maintained equipment for voice
networks. This was a limited approach in some respects, perhaps the biggest
problem being that it locked you into a vendor without much recourse for
third-party solutions. If your vertical product didn�t handle something,
you might not be able to buy an add-on solution from someone else.
But single-vendor lock-in did have the advantage of being perfectly
straightforward. The enterprise owned its premise equipment, everything had
come from a single source and therefore was interoperable (or at least it
was clear who had to make it interoperable if it wasn�t), and maintenance
was a relatively straightforward manner.
Convergence, while it has undeniable strengths, has the potential
downside of muddying the waters somewhat. The converged scenario is more
akin to the situation we�ve seen in the data networking world in the past
several years. The environment is one where equipment comes from any number
of separate vendors, each responsible for some horizontal layer of the
overall infrastructure. In a modern network, Intel makes the processors,
Microsoft makes the operating system, and desktop hardware comes from names
like Dell, Compaq, HP, and IBM, while a Cisco, Enterasys, or 3Com makes the
routers and switches tying all those desktops together. Hundreds (if not
thousands) of different vendors create the application software; yet another
set of vendors provides the management tools.
Convergence transforms the old vertical model into a horizontal model
where communications infrastructure spans data, voice, CRM, workforce
management, unified messaging, and virtually any application that an
enterprise needs to thrive as a business. Companies increasingly reach for
best-of-breed products, thus creating multivendor environments that can be
difficult to implement without proper systems integration expertise.
Increasingly, much of this integration expertise is coming from
traditional PBX vendors, who can deliver this expertise either as the
primary integrator of a company�s converged network or as a specialist in
real-time packet streaming, working hand-in-hand with a conventional data
network service provider. Serious tele-utility providers need to be flexible
about the role they play � in some cases an enterprise has already made
smart decisions about outsourcing their data network such that tele-utilities
are a way of building on that success; in other cases the tele-utility model
will be driving the decision to move to a service provider and the PBX
vendor may well take responsibility for the entire network.
TELE-UTILITY DRIVERS
For many companies, the cost of implementing a solution on their own is
actually the same or less than contracting with a vendor under a tele-utility
arrangement. Tele-utility isn�t necessarily cheaper, in other words, at
least not in terms of up-front infrastructure investments. Other factors can
shift the balance in favor of a tele-utility approach, however.
Hardware alone is not the answer. The future is a combination of hardware
deployment, technology evolution, technology choices, and network management
processes. For small companies, an important factor may be the growing
complexity of communications and data networking solutions. It�s expensive
and counterproductive to develop sufficient expertise in-house to support
what initially looks like a less expensive hardware expenditure.
Small and large companies alike may find that their management strategies
call for laser-like focus on core competencies. For most companies, keeping
the network running is definitely not such a core competency. It�s
critical, absolutely, but it doesn�t generate revenue. For a large
enterprise telecom provider, of course, the network is the business.
A telecom provider can introduce economies of scale and expertise that
tend to lower overall costs, particularly when you consider that the capital
investment is only part of the financial picture. With tele-utilities, the
provider can make investments to migrate the customer in total to a
next-generation product, getting everyone on the same level of software and
equipment. The provider can bring in extra help during rollout phases, then
shift those resources elsewhere (to some other tele-utility customer) during
the longer, quieter periods when the system is purring along with only
routine administration. And the tele-utility provider may be able to deploy
only what is required to support the actual number of users in the business
� a critically important expense factor in today�s dynamic business
environment.
DRIVING OUT THE COST OF CAPITAL
For enterprises that are shifting toward the Economic Value Added (EVA)
accounting model pioneered by Stern Stewart & Co., there is an even
stronger incentive for considering a tele-utility model. As much as it is a
change in accounting, EVA is a change in thinking about how a company should
manage its resources. With traditional bookkeeping, the cost of capital
investments is obscured by the fact that these expenses aren�t tracked
alongside operating revenue and expenses. A company may clear a profit in
terms of this year�s cost of doing business, but there�s still money
tied up in equipment and having that capital tied up costs money. Only when
the cost of the capital expenditures have been recovered does the company
actually make a profit in the largest sense. Only then has the company made
more money than it�s spent.
Coca Cola, Hershey Foods, Eli Lilly, and Sprint are just a few of several
dozen large enterprises that have shifted to the EVA approach. Managers are
forced to acknowledge (using real numbers, drawing down real account lines)
that it costs money to deploy capital, just as it costs wages to employ
people. For such corporations, it makes inordinate sense to think long and
hard before tying up capital in equipment that doesn�t directly contribute
to revenue. Off balance sheet equipment contracting for the use of it as
part of a service offering has immediate benefits. First, there�s an
infusion of cash that can be redeployed for core business processes. Second,
telecommunications is no longer a capital expense, but an operating expense.
Both consequences are desirable under an EVA model (and since there is
considerable consensus that the EVA approach reflects a business�s
financial position more accurately with respect to its market valuation, the
results are desirable even beyond fulfilling the model�s aims). Longer
term, the deployment of the hardware and support resources required to
support only the exact number of users at a specific point in time reduces
expenses. Risk sharing with the tele-utility provider can effectively double
the financial benefit.
BEYOND BASIC COMMUNICATIONS
Once a customer has taken the initial steps of outsourcing voice and data
infrastructures, the tele-utility provider can map out a sensible and
effective migration to a converged IP infrastructure. While bringing in
next-gen capabilities, the provider can also help its customer navigate the
complex terrain of network-based applications and offer unique network
support. Companies can examine the business needs beyond their basic
communications requirement, examining their business flow to find strategic
areas that can be addressed on a project-by-project basis.
A company may find it benefits from adding collaboration applications to
its portfolio, for instance, or it may leverage a converged network�s
inherent advantages in supporting unified messaging systems. The
aforementioned InfoTech report projects that fully one half of employees at
mid-sized businesses will use unified messaging by 2005 (up from only about
five percent today).
The key point here, however, is simply that a tele-utility customer has
options. Furthermore, since metrics for establishing and surpassing
performance baselines are a key part of tele-utility implementations,
enterprises may find themselves in a better position than ever before to
make sure they aren�t losing performance or reliability when undertaking
new projects.
Paul Reitmeier is senior vice president of services at Siemens
Enterprise Networks, a leading provider of integrated voice and data
networks and solutions for enterprises. For more information, please visit
the company�s web site at www.siemensenterprise.com.
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