Integrate, Automate and Innovate

Englis Version

In this year several situations have occurred. Situations in years above could not have imagined:
1. 3Com and its partners: H3C and TippingPoint was acquired by HP2. Some products Aethra were purchased by Radvision. Aethra leavesworld of Video Communication.3. Nortel Networks is attached to Chapter 11 in the U.S.4. Avaya acquires the business of Nortel Networks. Nortel leaves thetelecommunications market.5. Logitech acquires LifeSize. Logitech enters the world of video communication.6. Cisco acquires Tamberg.

The world of telecommunications has changed dramatically in the last quarter the first decade of the millennium.

Nowadays it is very normal for unified communications. This type of lets the user communications in a single device: Video, Data and Voice. But most important is that today does not keep in one place.Communications  are mobile. No matter where you find yourself mobile device allows you to have a presence.
With the development of the Internet every day, with the expansion of public networks Mobile technology has increased. Is it possible that in a short time the offices disappear? Does increased work at home? Is this good forconducting business? Why the increase in lifestyle?
Mobile phones, the first generation of which were introduced in mid of the 1980's have been constantly evolving since its inception. Today 2B over mobile phones are in use and about 80% of the populationworld is within reach of a mobile phone signal. Mobile phones have been traditionally used for voice communications, but now can serve as a platform for a variety of media - including data and video. 3G is the third generation mobile phone technology standards. Typical services associated with 3G include voice,wireless data and broadband telephony, all in a mobile environment. No However, with the capacity for high speed data transfer Fi, 3G has improved or made possible a large variety of applications additives, such as mobile video, mobile and secure e-commerce based location services, mobile games and audio on demand. For example, with 2.5 G (or a slightly improved version of the wireless technology second generation), a three-minute song takes about six nine for download. The use of 3G, you can download in 11 to 90 seconds.
There are nearly 100 million 3G wireless subscribers worldwide. The U.S., with over 200 million mobile phone subscribers crossed the 10% mark 3G penetration for the first time in 2006, while Japan was thehead with more than 50% of its subscribers using 3G handsets.
While the 3G market may be finally gaining ground, industry is rapidly approaching a crossroads, where the needs of different market segments can vary substantially, and the rewards potential (and losses) for different technology vendors and operators mobile communications could be considerable.
What beginning of the decade ahead? The world is changing day by day, hour after hour,every second.

Versión en Español

En éste año que termina varias situaciones han ocurrido. Situaciones que en años anteriores no se podían imaginar:


1. 3Com, y sus empresas asociadas: H3C y TippingPoint,  fue adquirido por HP
2. Algunos productos de Aethra fueron adquiridos por Radvision. Aethra deja el mundo de la Videocomunicación.
3. Nortel Networks se adhiere al capitulo 11 en Estados Unidos.
4. Avaya adquiere la parte empresarial de Nortel Networks. Nortel abandona el mercado de las Telecomunicaciones.
5. Logitech adquiere a LifeSize. Logitech entra al mundo de la videocomunicación.
6. Cisco adquiere a Tamberg.


El mundo de las telecomunicaciones ha cambiado drásticamente en éste último cuarto de la primer década del milenio. 


Hoy en día ya es muy normal de COMUNICACIONES UNIFICADAS. Éste tipo de comunicaciones permite al usuario tener en un solo dispositivo: Video, Datos y Voz. Pero lo más importante es que hoy en día no nos mantiene en un solo sitio. Las comunicaciones ya son móviles. No importando dónde te encuentres el dispositivo móvil te permite tener PRESENCIA. 


Con el desarrollo día a día del Internet, con la ampliación de las redes públicas, la tecnología móvil se ha incrementado. ¿Será posible que en corto tiempo las oficinas desaparezcan? ¿Se incremente el trabajo en el hogar? ¿Esto es bueno para la realización de negocios? ¿Para el incremento del modo de vida?

Los teléfonos móviles, la primer generación de la cual se introdujeron a mediados de la década de 1980, han estado en constante evolución desde su creación. Hoy, más de 2B teléfonos móviles están en uso y alrededor del 80% de la población mundial está al alcance de una señal de teléfono móvil . Los teléfonos móviles han sido tradicionalmente utilizados para comunicaciones de voz, pero en la actualidad puede servir como plataforma para una variedad de productos de comunicación - incluyendo datos y vídeo . 3G es la tercera generación de móviles telefónicos estándares de tecnología. Los servicios típicos asociados con 3G incluyen voz,  datos inalámbricos de telefonía y banda ancha, todo ello en un entorno móvil. Sin embargo, con la capacidad para la alta velocidad de transferencia de datos inalámbrica, 3G ha mejorado o hecho posible una gran variedad de aplicaciones adicionales, tales como video móvil,  comercio electrónico móvil y segura , basado en servicios de localización, juegos móviles y audio bajo demanda. Por ejemplo, con 2,5 G (o una versión ligeramente mejorada de la tecnología inalámbrica de segunda generación), una canción de tres minutos tarda entre seis y nueve minutos para descargar. El uso de 3G, se puede descargar en 11 a 90 segundos.

En este momento hay casi 100 millones de abonados 3G inalámbrico en todo el mundo. Los EE.UU., con más de 200 millones de suscriptores móviles, cruzó la marca de 10% de penetración de 3G por primera vez en 2006, mientras que Japón se quedó a la cabeza con más del 50% de sus suscriptores el uso de teléfonos 3G. 

Mientras que el mercado 3G puede ir definitivamente ganando terreno, la industria se está acercando rápidamente a una encrucijada, donde las necesidades de diferentes segmentos de mercado puede variar sustancialmente, y las recompensas potenciales (y pérdidas) para los vendedores de tecnología diferente y operadores de comunicaciones móviles podrían ser considerables.

¿Qué inicio de década nos espera? El mundo cambia día tras día, hora tras hora, segundo tras segundo.

Avaya IP Office Moves a Step Closer to Replacing Nortel BCM

Competitive Positives

• Linux option less expensive, more reliable, easier to install
• Beginning of Norstar- and BCM-to-IP Office migration path 
• New video conferencing options 
• IP Office positioned as key system alternative 
• SCS positioned to help Avaya win business in select markets

Competitive Concerns

• Unclear if BCM to be developed further
• Multi-site management software doesn’t support BCM
• New installation DVD specific to Linux 
• IP Office Essential Edition Partner Version not a global product 
• SCS limited both in market and in Avaya portfolio

Analytical Summary

Perspective

• Positive on Avaya’s enhancements to SMB communications portfolio, because they evidence positive momentum in the company’s efforts to combine the Avaya and Nortel portfolios. Transitioning Nortel clients to Avaya has been and remains a top priority and this latest round of product updates paves the road for bringing Business Communication Manager (BCM) customers into the IP Office fold.

Vendor Importance

• Moderate to Avaya, because the company is gradually consolidating its communications initiatives in the SMB market around IP Office. This will help Avaya focus development, marketing, sales and support resources more tightly than has previously been possible.

Market Impact

• Moderate on the market for SMB PBX systems, because the product enhancements touch on IP Office, BCM, Partner, Norstar and Software Communication System (SCS) – nearly the entire base of Avaya and Nortel communications products for the SMB space. There are few Avaya SMB customers that will not benefit from the product upgrade in some way, shape or form.

Competitive StrengthsCompetitive Positives

• IP Office 6.1 introduces a Linux option that is less expensive, more secure, more reliable and, thanks to administration software enhancements specific to 6.1, easier to install than IP Office’s current Windows operating system. This gives Avaya customers a choice in underlying operating system, which is not always the case with IP PBX systems sold into the SMB space. 

• With IP Office 6.1 Avaya introduces some of the first features that will allow Nortel customers to migrate away from BCM and to IP Office while retaining the value of investments in Nortel technology. Specifically, BCM IP phones (the 1100 and 1200 Series) can register to a IP Office 6.1 system, and IP Office 6.1 auto-discovers and auto-provisions the BCM devices. With handsets often constituting 50% of the price of a PBX system sale, BCM customers’ ability to retain existing end stations while migrating to IP Office will be a very attractive option. Furthermore, future versions of IP Office are expected to further extend investments in BCM technology, which should further contribute to Avaya retaining BCM customers and resellers. 

• With version 6.1 Avaya has brought its new video conferencing products to bear on IP Office. Previously the Avaya Video Conferencing Solutions supported only its enterprise communications systems, and previously IP Office only supported point-to-point video conferences driven by its soft-phone interface. When integrated with the Avaya Video Conferencing 1040 system, IP Office can support four-way video conferences, and support for video-capable IP phones from Polycom and Grandstream opens up new end point options not previously available to IP Office customers. 

• Nortel’s Norstar key system reached its end of sale in October 2010, while Avaya’s Parnter key system was discontinued this month. Both moves were expected as part of ongoing product rationalization in Avaya’s SMB portfolio and the company’s drive to penetrate the small business market where traditional key systems have been popular Avaya previously announced a version of IP Office specific to the small business market (IP Office 500v2) as a migration alternative for Partner customers. And version 6.1 introduces IP Office Essential Edition, which replicates certain Norstar features, giving it a look and feel familiar to Norstar users.

• Avaya has repositioned Software Communication System (SCS) to help it penetrate specific regions where IP Office sales have been weak or non-existent. Going forward the company will target sales of the product to Brazil, where tariffs on hardware have priced IP Office out of the market; Malaysia, where software-centric communications solutions sell well; and Japan, where Avaya has never marketed an SMB offering. Such a strategy should help the company create a presence in countries where sales have not historically been strong. Also, focusing SCS on only these markets helps Avaya to reduce the number of communications systems it sells in other key markets, and so to avoid cannibalizing IP Office sales.

Competitive WeaknessesCompetitive Concerns

• Though Avaya released version 6.0 of the BCM software in September, it is not clear at this time if the product will be developed further. With the end-of-life date for BCM systems not yet announced, it is not known how long new investments in the product will retain their value to customers and resellers, regardless of the announced BCM-to-IP Office migration plan. It has long been known that IP Office will eventually be Avaya’s main PBX platform for the SMB market, but how much longer BCM will remain a viable alternative is much less certain.

• IP Office’s multi-site management software, which was enhanced with version 6.1, does not support BCM. This could prove problematic for resellers and businesses with multiple BCMs installed who are planning to phase in IP Office gradually. 

• The streamlined provisioning software that allows resellers to set up an IP Office system in 30 minutes works only with the new Linux option. 

• The IP Office Essential Edition Norstar Version is available in Middle East and Africa only, where there is a large and vibrant community of Norstar resellers, and replicates key system features. There is also a large base of Norstar customers in North America, but they will be encouraged to migrate to IP Office Essential Edition Partner Version. While there is nothing inherently wrong with Avaya meeting the needs of specific customers and resellers, developing a region-specific version of its SMB PBX runs counter to the product rationalization and simplification efforts Avaya has under way. However, this is understood to be an interim step until the BCM/Norstar migration is complete early next year.

• Avaya is not just repositioning SCS as a communications platform for regions in which it has little to no market presence, namely Brazil, Malaysia and Japan. Avaya is restricting new sales of the product to these countries for the time being. A communications system for businesses of all sizes when it was originally a Pingtel and then a Nortel product, SCS’s target market was restricted to SMBs when Avaya took over the product. 

• Under Nortel SCS was sold worldwide, whereas Avaya is now shutting down SCS sales activities in Europe, North America, Latin America and elsewhere. (Existing SCS customers in these regions, however, will continue to be supported.) With these moves and until marketed more broadly, SCS has effectively been removed as a competitive UC offering in most markets and regions, and is no longer a competitive differentiator for Avaya in the markets most relevant to its business.

Response & Recommendations

• Avaya competitors need to continue aggressively targeting the Nortel channel. Avaya remains in the midst of a long-term product consolidation process. The decisions the company is making clearly appeal to many Nortel resellers, who have been actively training on and selling Avaya products. But other resellers are likely feeling disenfranchised and are ready to count their options. 

• Avaya needs to reconcile corporate messaging that it is transitioning away from hardware- and toward software-based products with its decisions to restrict the regions and markets in which the one software-only PBX in its portfolio is sold. Rather than embrace SCS’s software-centric product design, Avaya seems to be placing considerably more R&D effort behind its system-based communications products.

Avaya’s VENA Makes a Mark in the Data Center Fray

November 10, 2010 – Avaya debuted its vision of how to build next generation networks that better accommodate virtualized resources and real-time applications with its Virtual Enterprise Network Architecture. VENA is intended to reduce costs and simplify network design and operation across data center and campus networks by streamlining provisioning and reducing the need to redesign networks to support new application traffic.

Analytical SummaryPerspective

• Positive on Avaya’s Virtual Enterprise Network Architecture (VENA) launch, because it demonstrates—first and foremost—the strength of Avaya’s commitment to its data networking business, and also establishes a credible approach to enabling customers to build next-generation networks. VENA draws on former Nortel network engineering talent to solve issues of scale and efficiency in virtualized environments. And it draws on its strong network management tools to provision new network services to accommodate new virtualized applications rapidly and accurately.

Vendor Importance

• High to Avaya, because it intends to grow the data networking business it acquired with Nortel as a business in its own right, rather than just play a supporting role to its UC, contact center and business collaboration business. The VENA architecture is a central element to help it revive its former competitive position in data networking, starting with the data center and moving out into the campus. The architecture also can be positioned in enterprise networks fueled by other suppliers’ equipment, offering Avaya the opportunity to grow market share.

Market Impact

• Moderate on the enterprise networking market, because while it may give the former Nortel installed base a good reason to stick with Avaya and base their next generation network designs on Avaya’s vision, it’s not clear that VENA will help to steer Avaya’s existing UC, contact center or business collaboration customers towards Avaya’s data networking, or help Avaya displace established rivals.

Competitive StrengthsCompetitive Positives

• Avaya delivered the VSP 9000 next generation 10 GbE switch in a controlled release ahead of the architecture launch, which allowed the company to develop strong customer references who can speak to the benefits of Avaya’s approach in real world terms (see Nortel Keeps Innovating with VSP 9000 Core Switch, May 20, 2009). Unlike rivals such as Juniper, who described their strategies/visions without having the key supporting technologies in place, Avaya with its VENA launch can bolster its message with endorsements from customers that already have switches in production. That sets Avaya apart from the pack.

• Avaya is addressing a significant pain point in its efforts to speed the delivery of network services in support of new applications. That has been a big point of contention between network operations and application owners. By simplifying the provisioning of new network services and increasing the level of automation to both speed delivery and reduce human error in the process, it is creating a good differentiator.

• Avaya in its January roadmap announcement said that it has added an overlay dedicated networking sales force incented to sell data networking products, and it has obviously been producing results for Avaya. Avaya in August claimed that its data networking unit has produced four consecutive quarters of quarter over quarter growth, and its data networking business increased 30% in its second quarter. Now that sales force has greater ammunition for data center sales with the VENA vision and software upgrades for the Ethernet Routing Switch 8600, 8800 and VSP 9000. 

• Key to the success of Avaya’s VENA strategy is its management tools, such as the Configuration and Orchestration Manager, which Avaya enhanced with a new Virtual Services Manager. The tools provide centralized provisioning of VENA’s Virtual Services Fabric and Virtual Service Networks, and they simplify Shortest Path Bridging configuration. The inclusion of wizards that lead network operators step by step through the provisioning process should help to reduce human error, which is the single biggest factor in network outages.

• Avaya’s use of fully programmable network processors in its switches such as the ERS 8600 and new ERS 8800 allows customers to adopt these next generation capabilities through a software upgrade, rather than a rip and replace hardware upgrade. (see Spring Interop 2010: Avaya Demonstrates Commitment to Former Nortel Data Networking, April 28, 2010). That type of investment protection is unique to Avaya and should appeal to prospects outside Avaya’s existing installed base of data networking customers.

• Avaya is unique in promoting the network-wide visibility it can provide through its network monitoring tools, along with simplified end to end provisioning. This is a refreshing change from the lip service most other networking vendors give to network monitoring and management of next-generation data center networks.

Competitive WeaknessesCompetitive Concerns

• We said it before and we’ll say it again: Avaya’s high level message about being unique in delivering “always on” (reliable), efficient and scalable networking technology is the same tune being sung by every other enterprise networking vendor. That marketing message won’t be an attention grabber for any prospect that’s examined the next-generation network architectures of other rival vendors.

• Rivals will undoubtedly describe Avaya’s vision as a sincere form of flattery, given that it’s messaging seems to mimic their themes. In fact nearly every enterprise networking vendor describes their technology as scalable, reliable (always on) and efficient. And like all other vendors, Avaya is promoting flat networks (eliminating the aggregation layer in a three-tier network design) as the best way to simplify data center networks. Being just about the last one to describe your vision for next generation networks gives rivals the opportunity to say, “been there, done that.”

• Avaya’s reliance on its management tools to help deliver its VENA vision is a mixed blessing. While such tools are necessary for successful deployment of virtual networking, but management is almost always an afterthought in any major networking upgrade or project. Getting new customers to pony up for these tools up front before deployment will be a tough job to accomplish, as will getting sales people to push them as an essential element of the switching sale.

• Avaya is basing the core of its virtual switching fabric on the emerging IEEE 802.1AQ (Shortest Path Bridging) standard to eliminate the spanning tree hurdles. Standards are great, but their purpose is to insure interoperability and none of the other vendors that have outlined their architectures have pledged support for that emerging standard. The competing IETF emerging standard, TRILL, has generated greater support. Although Avaya is confident that SPB is a superior approach to TRILL, superior technology does not always win out.

• The VENA launch was thin on partnerships, with only four partners supporting its vision: VMware (which partners with everybody), QLogic for converged networking processors, Coraid for converged storage, and SilverPeak for data center WAN optimization. It will be important for Avaya to fill that out with more partners who can help fulfill a vision of seamless, interoperable and simplified virtualization in the data center.

• Security, which has been a huge stumbling block for cloud computing, plays a very minor role in the VENA architecture. Avaya describes its virtualization as being inherently secure by virtue of the separation of application traffic into separate virtual networks. That sounds like the same lip service server virtualization vendors such as VMware gave five years ago before they got security religion.

Buyer Actions

• Avaya customers who have, as Avaya officials described it, “hit the pause button” on their Avaya network infrastructure, can now safely hit the play button. Any needed upgrades that were put on hold can be moved forward with assurance that Avaya is strongly committed to its portfolio. And with the VENA launch, Avaya has continued the former Nortel heritage of networking innovations with its software upgrades for the ERS 8600, 8800 and now generally available VSP 9000. Avaya customers looking to upgrade their data center networks to meet the challenges of virtualization and real time applications should evaluate Avaya’s approach.

• Enterprise network and IT managers should investigate Avaya’s claims of simplified virtualization as they examine their next move in the data center. Those with Cisco, HP, Extreme, Enterasys or other investments should not discount Avaya – if only to keep the others honest about their own capabilities and commitments.

HP Has Ability to Compete in UC Market but Must Move Quickly

HP has rebranded 3Com’s PBX systems and communications applications as part of its HP Networking E-Series portfolio, and recently there has been a version 9.5 release of the VCX product, including a new line of Series 350x IP telephone sets. In repositioning 3Com’s telephony, messaging, conferencing, contact center and other communications software as HP products, the company clarifies how it plans to compete in the unified communications market.

Perspective

Moderate on Hewlett-Packard relaunching 3Com’s business communications products, because despite the 3Com telephony and UC products being available for many years, HP’s current IP PBX and enterprise telephony penetration is very low and the company is well behind the competition in exploiting the market potential and capabilities of the 3Com products in terms of marketing, distribution and buyer mindset.

Vendor Importance

High to Hewlett-Packard, because the 3Com acquisition and the resulting rebranded 3Com UC products that have become part of the HP family provide an opportunity for incremental revenue in the areas of SMB telephony and unified communications. This can complement HP’s increasingly strong data networking and server businesses and tap into a rapidly-growing revenue stream.

Market Impact

Low on the unified communications industry, because HP/3Com’s UC market penetration is minimal, the established vendors have a substantial head start in terms of time and competitors are on par or ahead of HP in UC solution capabilities.

Competitive Positives

• The 3Com VCX product family of technically sophisticated, software-based SIP switches gives HP a product line that can cover SMB through large enterprise and multi-location sites. It is comprised of three major products – 3Com VCX Connect 100 (up to 100 users), 3Com VCX 200 Connect (up to 250 users) and the 3Com V7000 (up to tens of thousands of users) – providing HP with the ability to make a strong and broad attack on the enterprise IP PBX/UC market.

• Though VCX PBXs are capable of scaling to meet the needs of very large enterprises and in some cases have been deployed in businesses needing a telephony platform that supports thousands of lines, going forward HP plans to market VCX only as an SMB platform. This will help HP focus sales and product initiatives on a very specific industry segment. Additionally, unlike the enterprise PBX market, there is no very dominant leader in the SMB PBX market. This should help put HP in a better position to stake a claim in it. 

• HP has formed multiple UC-related partnerships with several industry leaders including Aastra, Alcatel-Lucent, Avaya, Cisco, Microsoft and Siemens Enterprise Communications. These remain in place and will be focused mainly on sales opportunities in the enterprise market, not the SMB space, where the VCX products will be positioned. This will help minimize direct competition between HP and its UC partners in the enterprise space. It also puts HP in a better position to be a provider of UC solutions across all sizes of customer businesses. 

• HP has been active in the UC market through telepresence and data networking product offerings, the latter of which can now be positioned as part of a larger voice-data solution that incorporates third-party call control technology. This market position in data networking products can allow HP to offer a converged voice communications and data networking solution, which could benefit the company when VCX is positioned to small and mid-sized enterprises seeking a more holistic UC solution from a single vendor.

• In September, HP announced the VCX 9.5 release, launched the 350x Series IP Phones and provided necessary collateral and product data sheets on the HP networking Web sites for all VCX products. This is a good demonstration of continued R&D activity behind the products as 3Com’s business is being integrated into HP. HP also has put in place VCX IP telephony certifications and authorizations on the HP partner portals for existing HP resellers to get certified on the VCX product family. This should help bring 3Com resellers into the larger HP channel program, as well as begin making 3Com VCX products more easily available to traditional HP resellers.

Competitive Concerns

• HP’s current strategy in the telephony market is to sell the VCX to SMBs, position partners’ PBXs in the enterprise market and, in the mid-market, sell either VCX or partner products depending on whether or not the customer wants an all-HP UC solution. This is a much more complicated strategy than HP has to date pursued in the UC market and it remains to be seen if HP can execute on it. 

• By focusing VCX sales on the SMB market, HP tries to minimize direct competition with PBX developers in the HP AllianceONE program. This could to some extent work since HP has traditionally engaged in co-marketing and other initiatives with partners’ enterprise PBXs. However, all of HP’s PBX partners actively sell telephony and UC solutions to SMBs and HP will compete directly with them in this space. As a result, HP will have more complicated relationships with most of its UC partners going forward. These existing HP UC partnerships could confuse the competitive landscape and result in very complex cooperative/competitive relationships. This makes the future of these relationships uncertain.

• By narrowing sales and marketing initiatives on the SMB space, HP cannot leverage the full breadth of 3Com UC products. The VCX V7000 enterprise-class IP PBX remains in the HP product portfolio despite HP’s insistence that it will not compete with partners in the enterprise telephony market. A number of the VCX applications, such as the contact center platform, are optimized for enterprise, not SMB, adoption. In not rationalizing its enterprise PBX and communications applications, HP is sending out a mixed message, saying that it does not plan to compete in the enterprise UC market but is retaining products that allow it to do so. 

• The VCX products are nearly invisible in the marketplace. They have a very small market share, with only about 2,800 VCX servers deployed in both enterprise and SMB settings. It will be difficult to leverage them to catch up and compete with Avaya, Cisco, Siemens Enterprise Communications and others that have been actively selling products and applications into the enterprise IP PBX and UC market for the past decade.

• While HP describes telephony as an important revenue stream, it is clearly a subset of the larger UC and collaboration market opportunity. If HP is not in fact pursuing other opportunities in the UC market – such as messaging, collaboration, video conferencing, presence and other advanced applications – the company’s ability to capitalize on its new UC product initiatives could be quite limited. 

• 3Com’s UC solutions are largely software-based. The development and management of software products is not a traditional strength of HP, a company that was built largely on a hardware development and manufacturing tradition. The management and lifecycle planning of a software-centric telephony enterprise application family will likely be problematic to HP, especially if it is not deemed to be a major focus of HP success.