A Structured Approach to Deploying Communications Endpoints in the Enterprise Th e

Va l u e

of

Te c h n o l o g y

a

Structured

Approach

to

Investments

Introduction Businesses invest in communications technologies to address business needs, including increasing worker performance and productivity, improving customer care, lowering operating expenses, and reducing production downtime. Communications endpoints (e.g., mobile phones, desktop phones, tablets, and unified communications clients) are a key part of the enterprise workers' communications tool kit. As their functionality expands, enterprise workers are becoming more efficient at their jobs. The diversity and accessibility of communications devices has increased over the years. Now, the line between enterprise and consumer devices is blurring as workers begin to bring their personal devices to the office. This trend creates both an opportunity and a challenge for customer organizations. Businesses benefit from reduced capital expenditures, but they must address security and operating costs that arise from bring-your-own-device (BYOD) arrangements. Enterprise managers and information technology (IT) staff can choose from the following types of communications devices and soft clients to deploy in an enterprise environment:

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Chart 1.1 shows the types of communications endpoints deployed in the enterprise Chart 1.1

Types of Communications Endpoints Deployed in the Enterprise H ardw are E ndpoints

Desktop Phones

Computers

Cellular Phones

Video Endpoints

DECT Phones

VoW LAN Phones

Headsets

Tablets

Softw are E ndpoints .

Basic Softphones

Advanced UC Clients

FM C/M obile UC Clients

Collaborative Applications

Unified M essaging Dashboards

Source: Frost & Sullivan analysis.

Note 1: Key acronyms used in this paper: DECT – Digitally Enhanced Cordless Telephony VoWLAN – Voice Over Wireless Local Area Network FMC – Fixed- Mobile Convergence UC – Unified Communications Note 2: UC Definition: Frost & Sullivan defines a unified communications solution as an integrated set of voice, data, and video communications applications, all of which leverage Personal Computer (PC) and telephony-based presence information. UC solutions are meant to simplify communications for end users by giving them ubiquitous access to various tools. With the breadth of choices so vast, it is important that technology decision makers adopt a structured approach to deploying communications endpoints. This will help reduce the possibility of choosing sub-optimal endpoints and can significantly increase return on investment (ROI). This guide provides decision makers–e.g., managers, IT and telecom staff, and C-level executives–with a methodical approach to selecting, implementing, and maintaining communications endpoints in an enterprise environment. A successful technology implementation is based on three strategic tenets: ■

People

■

Strategy

■

Operations

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Businesses considering new investments in communications endpoints must develop their investment strategy with the three key tenets in mind.

People: The first requirement for a successful communications endpoints implementation is a thorough assessment of the end users. Enterprise workers use communications devices to complete specific tasks relevant to their role within the organization. Consequently, a worker's ability to leverage communications devices to successfully complete business tasks is a fundamental part of an enterprise's overall ability to deliver on business objectives.

Strategy: The second step in the process is to ensure that communications endpoints are properly aligned with broader businesses objectives. Since the communications infrastructure should be of strategic importance to the business, new investments must address specific business challenges and help advance broader company goals.

Operations: Decision makers must acknowledge operational realities and address specific challenges to ensure adequate IT support throughout the lifecycle of the solution. The feasibility of delivering on tactical activities (i.e., IT support) is indispensable in achieving strategic objectives

The Four Phases of a Successful Communications Endpoint Implementation This guide covers the four phases of a communications endpoints deployment in the enterprise. Frost & Sullivan advises that decision makers follow these phases to maximize the return on their IT and communications investment. Chart 1.2 shows the four phases of a successful technology implementation.

Chart 1.2

The Four Phases of a Successful Technology Implementation

1. A ssessm ent and D iscovery

2. V endor and Product Selection

3. Im plem entation and C hange M anagem ent

• End-User Analysis

• Product Selection

• Downtime M anagement

• Strategy Alignment

• Vendor Selection

• Stepped Implementation

• IT Operations Analysis

4. M easuring R O I and Follow -up

• User Satisfaction and Technology Utilization M onitoring

• Training • KPI Tracking • Ongoing User Support

• Implementation Planning and M anagement

• Feedback and Process Adjustment • Usage Policies • Change M anagement

Source: Frost & Sullivan analysis.

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The Assessment and Discovery phase is critical; it lays the foundation for implementation. A thorough information-gathering process, followed by a methodical analysis, can greatly improve an organization's chances of implementing communications endpoints that are in line with its specific business objectives and end-user needs, resulting in a greater ROI. While the Assessment and Discovery steps described in this guide are applicable to any organization, the next three stages–Vendor and Product Selection; Implementation and Change Management; and Measuring ROI and Follow-up–require a much more customized approach as they are highly dependent on each business case. Frost & Sullivan recommends that this guide serve as the framework for what will ultimately be a unique and scenario-driven implementation.

Strategic

Considerations

Communications

Endpoints

for in

Deploying the

Enterprise

Assessment and Discovery Enterprise managers and IT staff can set the foundation for the communications endpoints implementation through an Assessment and Discovery process that focuses on end-user needs, business objectives, and IT operational challenges. This stage is fundamental in ensuring that decision makers invest in technologies that address the three key tenets–people, strategy, operations–of their organization. A proper assessment of these three factors will allow enterprise managers and IT staff to identify the gaps and opportunities in each of these areas and pave the way for future IT investment decisions. Conduct End-user Analysis The fundamental value of a communications endpoint is to support end users in fulfilling the tasks that their job requires. For this reason, it is essential that end users be involved in determining what communications tools (e.g., applications, devices, and peripherals) are needed to perform their jobs. Enterprise workers can make these decisions based on experience, in-depth understanding of their job requirements, and knowledge of the various communications tools and technologies available to them. Regardless of what tools IT provides, end users will ultimately decide their value by either using them, or not.

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Frost & Sullivan recommends that formal and informal meetings be conducted with employees so they can express their needs and concerns. The interviewees selected should be representative of the larger spectrum of employee types–demographic and professional characteristics (e.g., years in the company and job role) need to be taken into account. Furthermore, there should be a balanced mix between one-on-one and group meetings, as endpoint deployments can be done both at the individual and group level. Questions that should be asked during these meetings include: ■

Has the company provided you with the necessary communications endpoints to perform your role?

■

If the answer is No: –

What tasks cannot be performed effectively with the communications devices currently available to you?

– ■

What specific communications tools and devices do you need to perform these tasks?

If the answer is Yes: –

Could you be more efficient at your role if provided with other communications endpoints?

–

How would you use these endpoints to improve your efficiency/productivity?

–

Would you want the company to provide you with additional endpoints? Why or why not?

Direct input from end users is essential in identifying end-user needs. Individual discussions and focus groups with enterprise workers can produce valuable information and help businesses leverage internal know-how for more successful technology investments. However, many users are not tech-savvy enough to associate their needs with specific communications solutions. For this reason, decision makers cannot depend on end-user feedback alone to determine which endpoints to implement. In-depth analyses of worker demographics and technology preferences must be carried out to supplement the information provided directly by end users. Enterprise worker device preferences and needs will vary by role/function within the enterprise, technology acumen, age, and cultural background.

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Enterprise decision makers should take the following steps to determine end-user communications device requirements and preferences: ■

Identify the differences among user groups to determine demand for specific communications endpoints. End users in different roles and functions (e.g. sales, billing, technical support, and supervisors) will have different endpoint requirements and preferences. For example, sales people who are primarily on the road will need endpoints that enable mobility, such as smart phones that offer remote access to customer relationship management (CRM) applications. On the other hand, deskbound knowledge workers could benefit from an integrated desktop interface (soft client) that provides easy access to multiple communications and collaboration applications.

■

Identify the different age groups within the user base and analyze their specific device preferences. End-user age is a contributing–though not decisive–factor in endpoint utilization. For example, younger people prefer mobile devices and rich desktop interfaces. Older enterprise workers are more likely to choose more traditional devices such as desktop phones. Furthermore, assess the trend–the evolution of the age-group mix–to determine the roadmap for implementations.

■

Analyze the geographic distribution and cultural backgrounds of your end users to determine endpoint preferences among different user groups. These factors can influence endpoint adoption and proper utilization.

■

Assess the challenges and benefits of supporting consumer devices on the company network. The growing usage of consumer-grade communications tools (including devices and applications) for business purposes represents both an opportunity and a challenge. It is essential to identify the types of consumer devices that workers are using, how they are using them, and ultimately determine whether they provide any business value.

Based on the end-user analysis, managers and IT staff can better determine the appropriate mix of devices for their enterprise end-user base. A l i g n Te c h n o l o g y I n v e s t m e n t s w i t h C o m pa n y O b j e c t i v e s Enterprise workers use a wide range of communications and collaboration tools to complete their job tasks. If deployed correctly, these tools can maximize worker productivity, which is a necessary step in streamlining business processes and ultimately helping companies reach their objectives. Armed with the information obtained through the end-user analysis, enterprise managers and IT staff must work closely with C-level executives to determine how end-user devices can help further company goals. C-level executives are commonly the final budget approvers, thus their involvement in the early stages of the decision-making process can help ensure that they are committed to the planned technology investment.

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Enterprise managers and IT staff should address the following specific issues: ■

Obtain a perspective on company budget size and higher-management investment priorities. The IT investment budget represents a key factor that will determine the type and volume of endpoints that can be procured. It is also necessary to understand how IT budget allocation will evolve, as this can affect the implementation roadmap.

■

Assess short-term and long-term company objectives, which will determine respective company needs for communications devices. Depending on the company's priorities (such as immediate cost-cutting), certain endpoints can generate greater value in the short term. Preserving an existing time division multiplexing (TDM) phone system may be the best option to address immediate company needs, even though Internet protocol (IP) may be the long-term roadmap. These immediate needs are often essential in guaranteeing competitiveness and must be weighed against long-term endpoint investments.

■

Consider how company objectives are correlated with the broader technology investment roadmap. For this, a precise assessment of the current communications infrastructure and a vision for its long-term evolution will be required.

■

Consult with higher management to determine whether they anticipate growth, down-sizing or stable employment for the foreseeable future. Shifts in the size and location of the enterprise workforce can generate problems if not factored into the implementation roadmap.

■

Share results from the end-user analysis with higher management to ensure a coordinated approach going forward.

Identify IT Operational Challenges and Objectives A common point of failure in endpoint implementations is that IT operational realities are overlooked. Once end-user needs and preference have been identified and broader business objectives reviewed, enterprise managers and IT staff must consider specific IT challenges and objectives.

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Enterprise decision makers should explore the following issues: ■

Develop the company's overall communications infrastructure roadmap first, as it will determine what endpoint investments should be made. If the long-term strategy is to migrate toward software-based communications, then a planned desktop phone implementation may not be appropriate. However, a gradual transition may be more feasible than a rip-and-replace approach to protect unamortized investments in legacy infrastructure and devices.

■

Conduct an internal audit of existing communications solutions and devices. Assess their book value as well as their actual value (i.e., the ability to support end-user communications needs and broader corporate goals) to the organization.

■

Determine

whether

the

IT

department

can

support

an

expanding

array

of

communications devices, as well as any specific types of devices. An endpoint implementation may require additional staff to provide support or relevant expertise. ■

Assess network capabilities, including device interoperability, resource utilization (e.g., bandwidth), and scalability. A proper assessment of the network's ability to support existing and planned communications devices will help IT staff properly design the network, avoiding downtime and poor performance.

■

Identify potential security, reliability or governance issues arising from the addition of new types of devices or communications endpoints. For example, the growing use of consumer-owned mobile phones or PC soft clients may raise concerns.

Manage the Implementation Process At the end of the Assessment and Discovery phase, IT staff and enterprise managers must take the following steps to ensure a successful communications device Prepare a preliminary investment plan that covers how the new communications devices will address the three key tenets. ■

Ensure agreement on the priority elements of the investment plan among the stakeholders–end users, IT staff, and management.

■

Determine how the implementation will be managed. Identify and appoint project leaders or a project committee and assign their specific roles.

■

Incorporate power users–individuals who are technology-utilization champions from various lines of business–within the project committee to assist and educate other end users as they adopt new endpoints.

■

Carefully map and set deadlines for each phase of the implementation.

■

Determine key performance indicators (KPIs) to be measured through the technology implementation (e.g., enhanced worker productivity, reduced operational costs, and improved customer satisfaction). Set goals that KPIs should achieve.

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Vendor and Product Selection If phase one has been successful, then your company has identified end-user needs and requirements; analyzed them within the context of business objectives, processes, and operational realities; and determined how the technology implementation will be carried out. Once the roadmap is agreed upon, the next step is to select specific products and vendors. This decision should be based on the assessment and discovery results, existing vendor and channel partner relationships, actual vendor offerings at the time of communications device implementation, and existing communications infrastructure. Although each scenario differs, the following represent key product selection criteria that must be observed in most communications endpoint implementations: Product Selection Criteria Audio quality: The audio quality of an endpoint influences technology utilization rates. If an endpoint fails to meet end users' minimum audio-quality requirements, then it is likely that they will not use it, resulting in productivity and capital-expenditure losses for the company. Reliability: Communications endpoints reliability–measured in periods of downtime and/or low service quality–will have a bearing on the end users' utilization rates. Endpoints are only as good as the network they run on, which is in turn influenced by the end users' location at the moment they try to connect, and the capacity of the network. For instance, mobile phones are known for having limited in-building coverage, whereas VoWLAN phone performance may be affected by the bandwidth capacity of the WLAN. Decision makers must carefully analyze the tradeoff between cost savings and the reliability of the endpoints in question. For example, soft clients can help generate cost savings by leveraging voice over Internet protocol (VoIP), but if the data network is not properly designed to support increasing real-time traffic, audio quality and reliability of soft clients will be affected, which will negatively affect their ROI. Range/Coverage: Device range/coverage can determine whether an endpoint is appropriate for the different worker types–road warrior, campus nomad, teleworker, and deskbound. Road warriors need devices with a wide area of coverage (e.g., smartphones, mobility clients), campus nomads require wireless local-area coverage (e.g., VoWLAN and DECT phones), and deskbound workers need only to stay connected at their desks (e.g., desk phone, wired headset).

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Functionality: Device functionality will set the bar for the breadth of tasks that an end user can accomplish with a given endpoint. In many cases, a simple desk phone is all an end user needs to complete his or her job. However, certain job roles, such as knowledge workers, executives, and sales staff, may require feature-rich endpoints that provide a wide range of functionality. Furthermore, some devices may share similar basic capabilities (for example, VoWLAN and DECT phones both offer flexible access to voice capabilities for the campus nomad) but differ in terms of application support (VoWLAN phones can support data-intensive applications, while DECT is limited to voice and basic text messages). Interoperability: As most businesses deploy multi-vendor communications environments, it is important to ensure that the various solution elements are interoperable. Communications devices must integrate with call-control platforms as well as with other communications devices. For example, third-party soft clients must integrate with desktop phones, whereas headsets (typically from a different vendor) must integrate with desktop phones, soft clients, and/or mobile devices. Trials and pre-qualification tests can help enterprise decision makers ensure that all software and hardware elements of the communications solution are interoperable and integrate seamlessly. Vendor participation is recommended at this stage to work out potential interoperability challenges and avoid downtime, unanticipated costs, and user frustration once the implementation is complete. Security: Security is often handled on the network level; therefore, communications devices properly integrated with the corporate network are typically as secure as the network itself. However, the use of consumer endpoints for business purposes may raise security concerns (typically mobile phones, but occasionally also consumer soft clients such as Skype). Enterprise managers and other decision makers must consider security issues and develop policies concerning consumer devices and applications in the enterprise. Price: Price is always a key factor in communications device procurement, particularly as enterprises seek to lower costs and improve margins. However, price alone should not be a determining factor; rather, the price-value ratio of the various devices can help enterprise managers design the most appropriate device mix. As price is highly correlated with device functionality and quality, investment decisions should be based primarily on end-user needs, with price determining the final choice among devices with similar features and capabilities. Finally, a specific endpoint type will have varying price ranges, which in most cases is correlated with durability. For instance, low-cost headsets might be a tempting choice, but they will most likely break quickly, causing employees to become frustrated and ultimately requiring a larger capital expenditure than would investing in a high price/high quality headset from the start.

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Convenience, Comfort, and Design: End users will refrain from using certain endpoints if they consider them to be uncomfortable or inconvenient. The worst possible scenario is when the end user depends heavily on a specific device to perform his job and he has no other choice but to use an uncomfortable or inconvenient device. This can cause workers to become dissatisfied with their jobs, sapping their motivation and directly affecting their performance and retention. Though design is not critical in a business environment, it has some psychological implications that can impact endpoint perception (by both internal users and customers and partners). If style and image are an important element of a business (for example, a designer firm or an advertising agency) design should be a factor in a procurement decision. Design may also become a consideration when selecting devices for higher management. Nevertheless, Frost & Sullivan advises that design not be the most important criterion, as it is of little significance if the device does not deliver on audio quality and reliability. The above considerations can help enterprise managers select the types of devices that best meet the company's requirements. Testing, trials and pilots, product specifications, and customer testimonials can help IT managers select the brands and vendors that provide the best combination of functionality, price and performance. Ve n d o r S e l e c t i o n C r i t e r i a Product selection may be supplemented by vendor analysis when the enterprise is looking for a long-term partnership. Key criteria for selecting a communications device vendor include the following: Depth and Breadth of Product Portfolio: A vendor with a broad communications portfolio can provide strategic and cost-saving benefits to its customers. Some vendors can provide a complete set of communications solutions and services–infrastructure, applications, devices, implementation, maintenance, and management–which enables enterprises to leverage the vendor's expertise and develop a common evolution roadmap for all infrastructure elements. Having a one-stop shop also allows companies to streamline their procurement processes, reducing the costs and inconveniences of managing several vendor relationships. Finally, when purchasing a more comprehensive package of communications solutions from a single vendor, enterprises can expect a more significant discount on list prices.

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Technology Standards and Openness: While single-vendor communications environments have their benefits, sometimes it may be more beneficial (in terms of best-of-breed functionality or better price points) to deploy communications solutions and devices from multiple vendors. When this is the case, it is important to verify that vendors support interoperability with related products and technologies. The best-of-breed approach is becoming more common in the enterprise space, with customers mixing and matching solutions from multiple vendors. However, in such scenarios, customers run the risk of implementing solutions elements that cannot be integrated in seamless communications environments. Alternatively, customers may become tied to a particular vendor if the latter does not adhere to open standards. It is important that enterprise customers carefully assess vendor certifications and support for industry standards to benefit from the improved functionality and cost benefits of multi-vendor environments. Portfolio Vision and Roadmap: It is critical to ensure that a vendor's portfolio vision and roadmap are aligned with the enterprise's strategic objectives and technology investment plans. Communications technologies are evolving rapidly. Decision makers need vendor support in developing a migration path that protects their ongoing investments and allows economical, non-disruptive infrastructure evolution. Customer Service, Technical Support and Attention to Customer Needs: Enterprise communications environments are becoming more complex, which is causing a strain on IT staff. As a result, some vendors have developed lifecycle support services that span from the pre-deployment phase and continue long after the solutions are implemented. Enterprises must evaluate a vendor's capacity to provide support services and ongoing technology management, as this will directly impact the long-term success of their technology investment. Companies must also assess vendors' willingness to customize their solutions or assist with complex integrations to meet specific customer needs. Financial Stability: A tough economy and growing competition can negatively affect the financial viability of communications technology vendors. Enterprises looking for a long-term partnership should assess vendors' financial status and corporate stability before making a commitment.

Implementation and Change Management Communications device implementation is a complex process that requires a structured and highly customized approach. The following issues must be addressed to ensure success: Mitigate Disruptions to Business Processes due to Communications Downtime: New technology implementations can be disruptive to key business processes if they cause communications downtime. For this reason, businesses must limit any interruptions when replacing communications devices or adding new ones to the existing tool set.

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Start With a Small Group and Then Work Up: A gradual implementation can help decision makers get an early glimpse into how a large-scale implementation will play out. Testing communications devices with a small user group will often reveal issues that were not apparent prior to the implementation. It is also easier and more cost-effective to resolve these issues early on with a small group rather than a large user base. Train, Adjust Training, and Identify Device Champions: Not everyone in an organization is capable of immediately mastering a new device. Even when dealing with tech-savvy individuals, they may not be aware of best practices that can maximize their device utilization. Training can start with a small group of early adopters, with feedback from these sessions used to fine-tune the training process. At the end of the initial training stage, device champions can be identified and asked to help in future training sessions. Avoid Unnecessary Disruptions for IT Staff while Empowering End Users: In addition to training sessions, enterprises should provide future device users with end-user manuals, online resources, wikis, and other self-help resources (require vendors to provide these materials). Such resources can help end users deal with simple technical challenges without the delay, cost, and hassle of asking IT to troubleshoot many basic matters related to communications devices. Furthermore, such manuals can let end users easily explore additional functionality when they need it. Encourage Feedback and Adjust Implementation Accordingly: Feedback should be collected throughout the entire deployment processes and should reflect the views of enterprise managers, IT staff, and end users. Feedback from end users will provide the richest data with regard to functionality and usability of the new communications devices, and will determine whether the implementation will need to be adjusted. Implement Usage Policies while Allowing Flexibility: Enterprises must strike a balance between end users' tendency to use their consumer devices (such as a mobile phone) while on the company network, and the security and cost burdens this puts on the enterprise. IT staff understand that security leaks and/or network overload–consequence of the use of advanced technologies (such as videoconferencing endpoints) – can cause many complications for businesses, and it is their responsibility to establish usage policies. However, enterprises must allow users a certain degree of flexibility when comfort or convenience, and therefore performance, may be at stake.

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Apply Change Management: Enterprises must ensure that business processes and KPIs are synchronized with new communications tools and devices. As communications devices proliferate, enterprises need to adjust the way calls are logged, monitored and analyzed to account for all possible devices that a worker may be utilizing to conduct business. Similarly, some enterprise applications may have to be upgraded, replaced or customized to help leverage the new devices for greater benefit. For example, mobile access to some applications may have to be enabled to ensure that users are as productive on the move as they are at their desks.

Measuring ROI and Follow-up Technology investments are cyclical processes that occur periodically as long as the enterprise continues to operate. This is due to the evolving nature of technology and the need for enterprises to remain competitive. Therefore, a technology implementation is never finished; rather, it is constantly adapting to changing end-user needs, company purchasing behavior, technology evolution, vendor competitive landscape, and general market conditions. Chart 1.3 shows technology investments as a cyclical process.

Chart 1.3

Technology Investment as Cyclical Process

M easuring ROI and Follow-up

Implementation and Changes M anagement

Assesment and Discovery

Vendor and Product Selection

Source: Frost & Sullivan analysis.

Enterprises investing in new communications devices should continually measure user satisfaction as well as other KPIs (e.g., worker productivity and customer care) to determine whether they should continue on the same path or adjust their strategy to improve their ROI.

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Enterprises should take the following steps to ensure continued success: Monitor and Measure User Satisfaction and Technology Utilization: The best way to gauge the results of a technology investment is to directly speak with the end users. User satisfaction directly affects technology utilization, which determines whether the deployed communications endpoints are properly addressing business and end-user needs. Enterprises should carry out formal surveys–as well as make use of other analytical tools–and conduct informal meetings with representatives of key user groups. The former will provide helpful statistics, while the latter will permit enterprise managers to obtain additional details and more sensitive information. Track and Compare KPIs: Endpoint implementations can deliver tangible results when properly aligned with end-user needs, company processes, and objectives, and operational realities. In an enterprise environment, those may include (but are not limited to): increased worker productivity, higher worker satisfaction, reduced worker turnover, fewer worker sick days, cost savings, streamlined business processes, and improved customer satisfaction. Although it may be difficult to correlate these metrics with communications device investments, a notable improvement would indicate that the communications infrastructure (including end-user devices) is adequately supporting the business.

Conclusion Communications endpoints are deployed to address specific company and end-user needs. As communications devices advance technologically, they are opening new possibilities for enterprise workers to perform their jobs more effectively. The proliferation of communications endpoints represents a unique opportunity for companies; however, their diversity and complexity pose many challenges. To implement solutions that add real business value, enterprises need a structured approach to planning, implementing and managing communications device investments. Enterprise managers and IT staff can achieve best results by focusing on the three key tenets of people, strategy and operations, and by methodically following the recommended steps in the four phases of the implementation process.

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Figure 1-1 shows a comparison of communications endpoints. Figure 1-1

Comparison of Communications Endpoints

Description

Desktop TDM Phones

Desktop IP Phones

Smartphones and Tablets

VoWLAN and Desktop Soft DECT Devices Clients

Digital telephony devices that connect to time division multiplexing (TDM) or converged private branchexchange (PBX) systems

Physical telephone devices with built-in IP signaling protocols that are used in conjunction with IP communication systems

Smartphone: A category of mobile (cellular) devices that provide advanced capabilities beyond a typical mobile phone Tablet: a touchscreen device that runs a light adapted PC operating system

VoWLAN: wireless telephones that transmit voice over IP (VoIP) over wireless LANs DECT: digital cordless phones used by both residential consumers and businesses

Click-toconnect dashboards (either basic softphones or advanced UC clients) that can be integrated with telephony, messaging or conferencing platforms

Peripheral devices that combine the functions of headphone and a microphone

Deskbound workers using IP telephony and UC platforms

Road warriors (e.g., executives, sales, marketing); teleworkers

Corridor warriors (e.g., in manufacturing, retail, healthcare)

Heavy users of communicati ons and collaboration tools (e.g., knowledge workers); road warriors; teleworkers

Contact center agents; Heavy users of communicati ons and collaboration tools (e.g., knowledge workers, receptionists)

Target Users Deskbound workers using TDM or converged systems

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Headsets

16

Figure 1-1 (Continued)

Comparison of Communications Endpoints Desktop TDM Phones

Desktop IP Phones

Smartphones and Tablets

VoWLAN and Desktop Soft DECT Devices Clients

Key Benefits Excellent voice quality and reliability; Familiar interface and functionality; Competitive prices

Advanced features-web browser and UC integration; Familiar interface and functionality; Integration with advanced UC architectures

Mobility; Ability to use for personal and business purposes; Access to other applications beyond voice; Tablets-larger form factor

Mobility; Access to decision making information (e.g., databases, business applications) while on campus; leverage existing WLAN in case of VoWLAN; DECT don't interfere as they have their own regulated frequency band

Inexpensive and easy to deploy (basic clients); Integrated interface to multiple applications (advanced UC clients)

Enable multitasking; Ergonomics; Mobility; Multi-device integration

Key Challenges

Limited to voice - no data, video; Limited vendor support and parts availability for TDM solutions

High prices for advanced functionality; ROI dependent on back-end infrastructure; Interoperability may be a challenge

Limited coveragecarriernetwork dependent; Integration with corporate infrastructure may be challenging; Tablets-no reliable E911 support, high prices

Limited coveragecorporatenetwork dependent; VoWLANdependence on WLAN capabilities; DECT-limited to voice and basic messaging capabilities

Audio quality and reliability impacted by bandwidth and PC constraints; Require a shift in user behavior

Limited durability of low-end headsets; High prices for superior functionality

Price Range

USD 20 to 300

USD 150 to 1,000

Smartphones: USD 100 to 700

VoWLAN: USD 220 to 775

Corded: USD 30 to 150

Tablets: USD 200 to 3,000

DECT: USD 160 to 375

License cost: USD 25 to 70. Also sometimes offered for free

Headsets

Wireless: USD 155 to 450

Source: Frost & Sullivan analysis.

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