Transcript Analysys Mason document

Research forecast report
Migrating to unified communications:
integrating legacy enterprise phone systems
Margaret Hopkins
September 2009
Migrating to unified communications
2
Contents
Contents [1]
Slide no.
4.
Document map – Executive summary
5.
Users are still very confused about unified
communications
6.
Companies are looking for hard cost savings from
UC, rather than for efficiency gains
7.
Service providers are keen to develop hosted UC
services
8.
Document map: A single directory is the core
of a UC deployment
9.
UC is an aspiration that few companies have
realised
10.
UC offers many benefits, but they are hard to
verify
11.
The first step on the road to UC is often provision
of secure IM functionality
12.
UC systems must embrace mobile in order to be
effective
13.
Document map: UC is as likely to be based on
the email as on the voice platform
14.
The main UC platform does not have to be the
PBX
15.
SIP-based PBXs offer the necessary presence
management
16.
Microsoft email can be extended to UC with OCS
Slide no.
17.
An MNO can bring mobile presence information to
a system based on OCS and email
18.
Lotus Sametime is a UC platform that evolves
from IM
19.
UC delivered as a hosted solution is appealing to
SMEs
20.
Document map: Complexity is an obstacle to
UC deployment
21.
Complexity, shortage of IT staff and the need for
user education are obstacles to UC deployment
22.
Demonstrating ROI in UC can be difficult
23.
Document map: Enterprise voice
infrastructure is increasingly UC-ready
24.
By 2014, 30–50% of medium and large
companies will have some VoIP infrastructure
25.
By 2014, many companies will have no traditional
PBX
26.
By 2014, 10 million enterprise users will rely solely
on mobile phones
27.
By 2014, UC spend on calls and connection in
Europe will reach EUR3.7 billion
28.
Document map: UC deployment is an
integration project
29.
Implementation has to be a step-by-step process
30.
To get maximum benefit from UC, re-evaluate how
communications support business processes
© Analysys Mason Limited 2009
Migrating to unified communications
3
Contents
Contents [2]
Slide no.
31.
Document map: Recommendations
32.
Recommendations
33.
Document map: Author, copyright and key to
acronyms
34.
Author
35.
Copyright
36.
Key to acronyms
37.
Document map: List of figures and tables
38.
List of figures and tables
39.
Document map – About Analysys Mason
40.
About Analysys Mason
41.
Research from Analysys Mason
42.
Consulting from Analysys Mason
© Analysys Mason Limited 2009
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Migrating to unified communications
Document map: Executive summary
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
5
Executive summary
Users are still very confused about unified
communications

Unified communications (UC) is a concept that has been developed and promoted by vendors keen to make
their products the basis for future enterprise communications systems, but it is a term that embraces a wide
range of technologies and causes widespread confusion among users. For some, it is a synonym for IP
telephony, but it also embraces IM and presence, as well as links to enterprise applications offering click-to-call
and skills-based communications routeing.

Many types of vendor are claiming that their systems should be the basis for UC deployment, but those with
the strongest claim are suppliers of the phone infrastructure and the email system, especially if this is Microsoft
Exchange. The promotion of Microsoft Office Communications Server (OCS) has brought UC from the early
adopter fringes to the mainstream.

Most companies are deploying specific aspects of UC that solve particular problems for their organisations,
often without regarding this as UC. This makes it difficult to forecast user numbers and revenue because there
is no clear differentiator between a UC deployment and an FMC deployment or an OCS deployment.

The greatest benefit is obtained by conducting a thorough review of company communications and designing
the communications system to support business objectives, but, sadly, most companies leave UC with the IT
department and miss the opportunity to change the way the company works.

The hard cost benefits of UC are obtained from just one or two features, such as mobile least-cost routeing or
deployment of in-house audioconferencing bridges. The wider efficiency benefits promised by UC are harder to
value and and tend not to win the argument with finance directors during the recession.
Lesley Hansen of TeleWare says, “People aren’t actually asking for UC. Press and analysts talk about UC and FMC, but
customers are actually buying iPBXs, voicemail, faxmail, unified messaging, videoconferencing and audioconferencing.”
© Analysys Mason Limited 2009
Migrating to Unified Communications
6
Executive summary
Companies are looking for hard cost savings from UC,
rather than for efficiency gains
Table 1: Demand-side drivers of unified communications deployment and supply-side responses [Source: Analysys Mason, 2009]
Demand-side driver
Supply-side response
Budgets
In the recession, companies are looking closely at costs
and reduced travel budgets are driving interest in online
conferencing options. However, efficiency gains from
UC are hard to verify so investment needs a good ROI
based on hard cost savings
Vendors and service providers are planning UC migration
so as to provide some quick wins on call savings and
other communications costs. These quick wins include
using SIP trunks and mobile least-cost routeing, and
offering in-house conferencing to eliminate bills for rented
bridges
Legacy
PBXs upgraded for 2000 are ageing and require new
investment. Companies are trying to minimise upgrade
costs while improving performance and modernising
infrastructure
UC migration is being designed to complement legacy
voice systems and to extend capacity and functionality
without a ‘rip and replace’ cycle
Access
In many areas, enterprises can replace ISDN lines with
SIP trunks to obtain significant savings
Cost-effective SIP trunks are being offered by competing
fibre providers. Incumbents may not wish to cannibalise
their voice revenue by offering lower prices for SIP
Hosted
services
As the recession reduces capital budgets, companies
are increasingly interested in pay-as-you-go voice
systems
Service providers are keen to offer hosted UC systems,
which promise to offer profitable long-term business
Roger Jones of Avaya says, “We’re seeing much more focus on real hard cost savings. If we went back to September or October 2008,
people were looking at productivity – directories on screens and click to dial. Now in telephony we are seeing interest in lowering the total
cost of ownership, lowering of maintenance costs, lowering of line costs and seeing if they can move to SIP trunking from ISDN.”
© Analysys Mason Limited 2009
Migrating to Unified Communications
7
Executive summary
Service providers are keen to develop hosted UC services
Table 2: Supply-side drivers of change in the business data services market and demand-side responses [Source: Analysys
Mason, 2009]
Supply-side driver
Demand-side response
Data legacy
As companies upgrade their Microsoft Exchange
servers, they are being offered free OCS licences
Users are starting to roll out presence and IM based on
OCS and are considering ways to integrate this with the
voice system in order to obtain the full benefits
Voice
legacy
Service providers and vendors are keen to retain their
customers as they migrate from TDM to VoIP and UC,
so they are offering to manage the transition
Customers are keen to exploit free consultancy services
and to find ways to reduce their opex, but are not as keen
to take on new commitments to ongoing maintenance
costs for VoIP networks
Disruptive
TDM service providers and vendors are hoping to
Integration with legacy is the main concern for most
competition defend against incursion by more radical VoIP systems, enterprises and, so far, the traditional voice providers have
such as Skype and Asterisk, and other Linux-based UC won business by appearing more reliable in this respect
systems
Managed
services
Service providers are keen to roll out hosted UC
services that provide guaranteed income streams over
relatively long contract durations
Customers are happy to substitute opex for capex in these
cash-strapped times and to move to pay-as-you-go phone
systems
Pierre-Alexandre Fuhrmann of Aastra says, “We have a customer that is a delivery company, which had an application based on
GPS to locate its trucks and wanted to click on the icon for a truck and talk to the driver. Typically, this is a business process
integration, but our telephony Web portal was able to make this integration very easily.”
© Analysys Mason Limited 2009
8
Migrating to unified communications
Document map: A single directory is the core of a UC deployment
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
9
A single directory is the core of a UC deployment
UC is an aspiration that few companies have realised

UC technology aims to make communications tools accessible from a single interface and pervasive
throughout company IT systems:

integrating voice, video, email and IM communications with presence management and a single
mailbox, all accessible from both fixed and mobile clients

linking these tools with applications to allow communication directly, by any means, wherever a name
appears on a screen, whether in a document or a database.

Most companies have a patchwork of legacy communications tools: PBXs from multiple vendors, an email
platform, limited VoIP deployments, separate IM tools – or unofficial IM use, mobile phones with voicemail
that is independent of the PBX and limited access to video, possibly from specialist terminals.

The complexity of the legacy infrastructure is already proving to be a problem for many IT and
communications managers, making them reluctant to make any changes in case they cause more
problems than they solve. Hence, the prospect of migrating to a single UC platform is both appealing and
terrifying for the IT department.

The core of a UC system is a directory, either LDAP or Active Directory, that can provide single-number
routeing for phone calls and can link phone numbers to the email system. This supports presence and IM.
Tim Stone of Cisco says, “We’ve exposed our communications manager functionality in a piece of software on your PC or laptop as
a kind of headless client that provides real time communications of very high quality, so you can just drop buttons and commands
into your applications. It will give you access to conferencing or voicemail, etc. in a nice simple way.”
© Analysys Mason Limited 2009
Migrating to unified communications
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A single directory is the core of a UC deployment
UC offers many benefits, but they are hard to verify

There are a number of reasons for choosing to migrate to UC:

less time is wasted on failed phone calls and voicemail if users can see whether their contact is
available and how to reach them

collaboration is improved with shared documents and IM

location of relevant experts is easier, allowing rapid resolution of customer queries

decision making is faster because the decision maker can be reached more quickly and easily.

Many of these benefits in increased efficiency and better collaboration are difficult to verify, especially
before a system is deployed, making it hard to demonstrate an ROI to the finance director.

There are some incidental benefits that can bring real cost savings, and can help with the business case:

audioconferencing bridges and their bills are eliminated because users can set up conferences
quickly and simply over the company network using their normal communications client

mobile bills and fixed-to-mobile bills are lower because least-cost routeing can be built into the system
if mobile is integrated with the fixed phone system

less time and money is spent on server and PBX maintenance, although many users have been
disappointed by the lack of savings from VoIP systems and are cautious about this aspect.
© Analysys Mason Limited 2009
Migrating to unified communications
11
A single directory is the core of a UC deployment
The first step on the road to UC is often provision of
secure IM functionality

Younger recruits are used to social networking and instant communication and, if the company does not
provide the tools they are used to, they will install their own, unofficial, ones – some companies have
discovered large numbers of unauthorised Skype and IM installations. This causes anxiety for the IT
department and poses a potential security risk. Thus, installing a properly managed and monitored IM
system becomes a priority.

IM comes with presence information and presence is at the centre of UC functionality. IM is also relatively
easy to install. Once there is a presence server, the essential features of UC are available. The next
challenge is to link presence information to other communications tools in order to enrich the information –
to indicate not only that the PC is switched on, but also that the user is on the phone, using his mobile, in a
meeting and so on. Sophisticated presence systems can revolutionise an organisation.

Click-to-call is the first step to UC in some situations, such as where many staff spend large amounts of
time on the phone, although not in a fully equipped contact centre, where this functionality is the norm.
However, not everyone appreciates that not having to tap in phone numbers brings a big saving.

In some companies, presence is the first step to UC, but these have to be ‘tech-savvy’ organisations that
already understand what presence is and what it can do. In most cases, presence is only appreciated once
it has been used – people do not know that they need it, but will not give it up, once they get it.
Pierre-Alexandre Fuhrmann of Aastra says, “MNCs are the first to say that they would like to avoid travel and deploy
videoconferencing and Web conferencing, but, when they look at the cost to generalise these solutions and to integrate their
directories, they are stopped [by the high cost]. It looks silly that it is so difficult to start with [integrating directories], but a lot of UC
deployments are stopped by it.”
© Analysys Mason Limited 2009
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Migrating to unified communications
A single directory is the core of a UC deployment
UC systems must embrace mobile in order to be effective
Figure 1: Enterprise users with mobiles in Europe, 2006–2014
[Source: Analysys Mason, 2009]

Mobility, in the sense of being able to work from
any desktop anywhere, is a feature that comes
with all VoIP systems and offers real benefits for
the modern mobile workforce.

However, UC also has to work with mobile
devices on cellular networks. In most European
countries, 40–50% of the workforce have a
mobile phone provided by their employer. By
2014, 12% of the workforce will use a mobile as
their only phone. Mobile and fixed-to-mobile calls
form 80% of the corporate phone bill so the
potential savings are large.

The large number of different operating systems
– and the fact that they are tightly controlled by
the mobile operators – represent barriers to
development of mobile UC tools.

A variety of such tools are available, but it is
critical that they are easily accessible – or the
default configuration – on the mobile device
because users will not dig down into menus to
make each phone call.
60%
France
Germany
Italy
Poland
Spain
Sweden
UK
40%
30%
20%
10%
2014
2013
2012
2011
2010
2009
2008
2007
0%
2006
Enterprise users with mobiles
50%
© Analysys Mason Limited 2009
13 Document map: UC is as likely to be based on the email as on the voice platform
Migrating to unified communications
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
14
UC is as likely to be based on the email as on the voice platform
The main UC platform does not have to be the PBX

In September 2009, the majority of IT managers expected to buy their UC infrastructure from their PBX
vendor, but this may change as UC deployment becomes more mainstream. There are three main ways in
which a company can deploy UC:

PBX-centric. A SIP PBX is used as the core of the UC deployment, and the directories and presence
information are managed here

Email-centric. The email platform is used as the core of the UC deployment, with added IM and with
presence extended to embrace voice and video

–
Microsoft OCS is the most common of these and the first steps are relatively easy to take
–
mobile operators are starting to offer this architecture
IM-centric. The company deploys an IM system with presence management, which is then linked to
the voice and email systems. In the enterprise, the IM system might well be Lotus Sametime, as the
entry-level version provides IM and presence.

Whichever approach to deployment is preferred, the key to realising the benefits from deployment is tight
integration with existing communications and other applications, despite all the risks and potential expense
that integration projects bring.

SMEs may prefer to use a hosted UC system, and service providers are starting to roll out such services.

The risks and costs of integration will be reduced by having a fully standards-based SIP infrastructure –
although the variations in the standards and the implementations mean that there can still be difficulties.
© Analysys Mason Limited 2009
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Migrating to unified communications
UC is as likely to be based on the email as on the voice platform
SIP-based PBXs offer the necessary presence
management
Figure 2: UC architecture based on a SIP PBX [Source:
Analysys Mason, 2009]

In this architecture, the presence management
comes with the SIP features of the PBX. However,
the existing PBX directory does not use LDAP, so
has to interwork with an additional LDAP directory.

The company email server is used to deliver
voicemails forwarded from the PBX, as well as
email.

The IM server is based on SIMPLE and uses the
presence information from the PBX.

Mobile integration is provided by SIP forking and
by applications on the handsets.

Edge servers are used for security to connect to
clients outside the firewall.

Older voice switches have to interwork using
DPNSS and Q.931, which limits the capabilities
possible on the digital handsets.
Central location
Fixed network (PSTN)
SIP
PBX
WAN
PBX
directory
Edge
servers
IM
server
Mobile network
Unified
messaging
LDAP
LDAP
directory
Email
server
PC client
Fixed devices
Mobile devices
Mark Deakin of Microsoft says, “You can have as few or as
many [servers] as you like, it depends how much you separate
out the roles and how much resilience you want.”
© Analysys Mason Limited 2009
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Migrating to unified communications
UC is as likely to be based on the email as on the voice platform
Microsoft email can be extended to UC with OCS
Figure 3: Microsoft UC architecture (simplified) [Source:
Analysys Mason, 2009]

Microsoft Office Communications Server (OCS)
must be deployed together with the Exchange
email server, the UM server, the SharePoint
server and the Active Directory server, among
others. This can result in a large number of
servers but, for a small company, it is possible to
install several sets of capabilities on one server.

Active Directory is the core of the system,
providing the presence management. Microsoft
Office Communicator provides the main user
interface on fixed or mobile devices.

OCS can provide basic voice functionality without
a PBX, but does not aim to replace contact
centres. Microsoft is working with vendors such
as Aspect to make its systems interwork with
contact centres and claims to interwork with 90%
of PBXs.
Central location
Fixed
devices
SIP
PBX
PBX
directory
PSTN
Microsoft
– AD
Microsoft –
Exchange
Mediation
server
Microsoft
– OCS
Unified
messaging
Microsoft –
SharePoint
Edge
servers
WAN
Mobile
network
Mobile
devices
PC client
Stephane Julien of Interoute says, “I think it all comes back to
money. An OCS architecture [needs only] a server and a few
licences and a few hard phones. If the OCS goes down, you will
never lose a call because they are forwarded to mobiles. It will
cost you one-tenth of the cost of a PBX and you get more
features.”
© Analysys Mason Limited 2009
17
Migrating to unified communications
UC is as likely to be based on the email as the voice platform
An MNO can bring mobile presence information to a
system based on OCS and email
Figure 4: Mobile operator’s UC architecture [Source: Analysys
Mason, 2009]

Central location
Fixed devices
WAN
A mobile operator can add an extra dimension
with features that require information that only
they have access to:

they can integrate presence information
from the mobile network – at the least, an
indication that the phone is busy, but
possibly also location information

mobile operators can offer mobile IM
integration using IM/SMS gateways.
Fixed network (PSTN)
IP call
server
Mobile voice network
Voicemail

Unified
messaging
Mobile devices
PC client
Microsoft
– AD
Microsoft
– OCS
Mobile data network
Vodafone is making the first moves in mobilebased UC and is proposing to take over the
whole company voice network. It has acquired
Central Telecom, a VoIP integrator and reseller, to
bolster its credibility in fixed voice networks.
Rurik Bradbury of Unison says, “Mobile devices are being
wrested from the mobile operators’ locked fingers, Apple is
prising the fingers up one at a time and Android is going further
to wrest control. It will be another two or three years before the
control goes to the software and not to the hardware in the
device.”
© Analysys Mason Limited 2009
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Migrating to unified communications
UC is as likely to be based on the email as the voice platform
Lotus Sametime is a UC platform that evolves from IM
Figure 5: Lotus Sametime UC architecture [Source: Analysys
Mason, 2009]
Lotus client
UC2
Lotus
Sametime
community
server
LDAP
Lotus
Sametime
gateway
server
Unified
meeting
server
Lotus
Sametime
server
Lotus
Sametime
presence
server
Lotus client
IM is a tool that companies either love or hate.
Those that have adopted IM are enthusiastic
about it, while those that have not can see no
point in doing so.

Enterprise users typically have systems based on
either Microsoft OCS or Lotus Sametime, with
limited interworking with the wider IM on the
Internet.

Sametime gateways allow interworking with
traditional phones.

Where IM is being used, the benefits of presence
management are better understood.
PSTN
Internet
Fixed devices
SIP
PBX

Mobile
network
Pierre-Alexandre Furhmann of Aastra says, “Whenever we
have integrated directories for clients, we face more problems
in terms of project management than of technology. The
customer’s first problem is to make a summary of its various
directories and put on paper the process to update them –
whether they rely on Active Directory or open LDAP. Once we
have that sorted, we can go further with presence and
collaboration and document sharing.”
© Analysys Mason Limited 2009
19
Migrating to unified communications
UC is as likely to be based on the email as on the voice platform
UC delivered as a hosted solution is appealing to SMEs
Figure 6: Hosted UC architecture [Source: Analysys Mason,
2009]

A range of UC is available using the SaaS model.
Skype is a high-profile example, but there are
many others – including some that offer
integration with existing company applications.

Start-up companies can choose from a
bewildering array of possible hosted solutions
that include voice, video, IM, email, calendar and
other office applications.

For companies with legacy systems, these
solutions are less appealing unless it is possible
to integrate them with their existing applications.

Smaller organisations with fewer staff often need
to interwork with other organisations and to share
presence information. This is technically possible,
but there are security and visibility issues in
linking networks.
Voicemail
IP call
server
SP site
Microsoft
– AD
Seamless
messaging
Microsoft
– OCS
PSTN
Internet
Mobile
network
Customer site
Mobile UC
client
Fixed UC
clients
Simon Paton of CommuniGate UK says, “People are starting to use things like Yahoo! or Google widgets – when I want to click to
call on my sales-force application, I can now drag and drop a widget onto my CRM system and it’s there.”
© Analysys Mason Limited 2009
20
Migrating to unified communications
Document map: Complexity is an obstacle to UC deployment
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
21
Complexity is an obstacle to UC deployment
Complexity, shortage of IT staff and the need for user
education are obstacles to UC deployment

Complexity is an obstacle to UC deployment in two ways:




the legacy systems that have to be integrated – usually a patchwork of PBXs from different vendors,
probably a single email system and either a single IM system or none at all – are complex. They
involve several mailboxes of different types for each user and three or more directory systems. All of
this is embedded into the business processes and some users have favourite legacy features, such
as hunt groups, boss and secretary working and nicknames
the UC architecture being installed is complex. The Microsoft architecture, for example, requires a
number of servers – including the OCS server, the mediation server and the SharePoint server – that
bring different elements of the UC experience. A complex data network is needed to provide QoS for
the real-time applications, otherwise the UC experience will be poor.
IT staff are usually under pressure, and the UC deployment will not reach the top of the priority list without
the backing of senior management.
Companies rarely allow enough time for training on the new UC system – deploying the technology is a lot
simpler than changing the culture of the business. Many vendors are hoping for migration by stealth –
parallel systems are installed and users are allowed to make the switch gradually because they like the
new features – but a stronger lead from management is preferable.
Peter Kelly of Vodafone says, “Many of our customers are in the finance sector and, whilst they still spend lots on comms, in the
current economic climate they have been making redundancies and/or restructuring. Now they are looking at UC as potentially one
of the ways to accelerate change programmes.”
© Analysys Mason Limited 2009
Migrating to unified communications
22
Complexity is an obstacle to UC deployment
Demonstrating ROI in UC can be difficult

Many of the benefits of UC come from greater efficiency, time savings and smarter working. These benefits
are extremely difficult to demonstrate in advance.

Hard cost savings can be demonstrated by projecting the savings to be made on various communications
items, but these can be obtained without deploying the full suite of UC tools:


mobile least-cost routeing is especially valuable for slashing the cost of international calls from
mobiles, but has to be installed with care or roaming users may incur excessive bills

fewer expensive fixed-to-mobile calls are made if presence allows callers to see that their target is at
her desk, or is unavailable

charges for audioconferencing can be eliminated. Most UC systems include in-house
audioconferencing facilities and this offers very significant savings for some organisations.
UC also has the potential to save on maintenance costs, particularly for companies that are paying big fees
to traditional telecoms providers for PBX maintenance. Also, growing acceptance of softphones may reduce
spending on IP phones. However, poor experiences with VoIP deployment, where PBX maintenance costs
were replaced by even higher maintenance costs for the data network, have made finance directors
sceptical about savings from IP communications.
Pete Moody of Nortel says, “Cost saving from taking outsourced audio conferencing and bringing it in house can be very significant.
One customer was paying EUR44 000 per month to its audio conference provider and, with our multimedia conference tools bridging
the Microsoft desktop, the ROI was obvious, we just had to get on and do it. Every day they had the installation, they saved – so it
was an interesting timescale …”
© Analysys Mason Limited 2009
23
Migrating to unified communications
Document map: Enterprise voice infrastructure is increasingly UC-ready
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
24
Migrating to unified communications
Enterprise voice infrastructure is increasingly UC-ready
By 2014, 30–50% of medium and large companies will
have some VoIP infrastructure
Figure 7: Percentage of companies with VoIP, 2006–2014
[Source: Analysys Mason, 2009]

VoIP is an essential step towards UC. Adding UC
features to a TDM PBX is achieved by using
iPBX servers linked to the TDM system.

Most companies have some VoIP infrastructure,
at least at some sites, but evolution is slow and
the current climate has made it even harder to
justify removing a working PBX.
60%
France
Germany
Italy
Poland
Spain
Sweden
UK
40%
30%
20%
10%
Simon Farr of BT says, “Most [of our customers] have a
widespread legacy infrastructure for voice and data and the
variance in how ready they are to accommodate IPT, never
mind UC, is very wide. Many are in a process of consolidation,
in which they rationalise suppliers and networks and plan the
evolution through convergence and IT. We aim at tactical
decisions with a strategic endgame, so that you get benefits on
a next-day basis, but with the endpoint of getting the great
capabilities of UC.”
2014
2013
2012
2011
2010
2009
2008
2007
0%
2006
VoIP penetration
50%
© Analysys Mason Limited 2009
25
Migrating to unified communications
Enterprise voice infrastructure is increasingly UC-ready
By 2014, many companies will have no traditional PBX
Figure 8: Percentage of companies forecast to have no
traditional PBX by 2014 [Source: Analysys Mason, 2009]

Integration is a lot easier to achieve if it is not
necessary to work with DPNSS and QSIG, the
protocols required to talk to traditional PBXs.
Neither these protocols nor traditional PBXs
support the feature ranges that are now standard
in SIP PBXs, but may support others that the SIP
PBX does not.

As the number of companies with no traditional
PBX grows, it will become easier to deploy UC.

Even when dealing with SIP PBXs from different
vendors, there are often problems with varying
interpretations of the standards.

Integration reveals a host of mismatched
features. For example, ‘Out to lunch’ in your
presence interface may translate as ‘Do not
disturb’ in one PBX and ‘On the phone’ in
another.
80%
60%
50%
Corporate
40%
Medium-sized
companies
30%
20%
10%
UK
Sweden
Spain
Poland
Italy
Germany
0%
France
Proportion of companies with no
traditional PBX
70%
Tim Stone of Cisco says, “The trickiest area is around presence
and legacy PBXs, which is a possible combination, but is quite
complex for any vendor to do.”
© Analysys Mason Limited 2009
26
Migrating to unified communications
Enterprise voice infrastructure is increasingly UC-ready
By 2014, 10 million enterprise users will rely solely on
mobile phones
Figure 9: Number of enterprise users with only mobile phones,
2006–2014 [Source: Analysys Mason, 2009]

UC has to embrace mobile terminals and there is
an increasing move to mobile substitution of
voice, a trend that is strongest in Eastern Europe
and the Nordic countries. Significant numbers of
users do not have a fixed voice terminal.

These users require a mix of soft clients for the
PC and smartphone or BlackBerry, but even the
most basic of mobile phones must be supported
to some extent by UC systems.

This poses the biggest challenges for integrators
because of the constraints of the mobile
interface. Clients must be extremely easy to use
and fully integrated with the basic mobile phone
functionality.

The need to embrace mobiles provides an
opportunity for the mobile operators that control
this platform.
6
5
Medium-sized
companies
Corporate
4
3
2
1
2014
2013
2012
2011
2010
2009
2008
2007
0
2006
Enterprise users with only mobiles (million)
7
Peter Kelly of Vodafone says, “We are building from the mobile
heritage, starting from users’ needs. Microsoft OCS provides
presence integrated back into the Vodafone network. This
extends to any device, and no user interaction is needed.”
© Analysys Mason Limited 2009
27
Migrating to unified communications
Enterprise voice infrastructure is increasingly UC-ready
By 2014, spend on UC calls and connection in Europe will
reach EUR3.7 billion

Adoption of UC is expected to be steady, and spend on UC will grow with a CAGR of 24% between 2009
and 2014. By 2014, 25% of VoIP users will have UC.

Scandinavian countries have proved to be the earliest adopters of mobile phones connected to the PBX,
while the UK is leading the way in linking the voice and IT systems.

Corporate organisations are more likely to see the potential of UC than SMEs, but have more obstacles to
overcome in deploying it.
Figure 11: UC share of VoIP users in Europe, 2009 and 2014
[Source: Analysys Mason, 2009]
40
2014
2013
2012
2011
2010
2009
2008
2007
France
Germany
Italy
Poland
Spain
Sweden
UK
35
VoIP users (million)
900
800
700
600
500
400
300
200
100
0
2006
Spend on UC (EUR million)
Figure 10: Spend on UC in selected countries, 2006–2014
[Source: Analysys Mason, 2009]
30
25
UC VoIP
Plain VoIP
20
15
10
5
0
2009
2014
© Analysys Mason Limited 2009
28
Migrating to unified communications
Document map: UC deployment is an integration project
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
29
UC deployment is an integration project
Implementation has to be a step-by-step process

While investment funds are tight, it is important for enterprises to focus on quick wins while, at the same
time, advancing towards the goal of UC.

There are several possible first steps that may suit different organisations, depending on their priorities:

install IM and presence and remove unauthorised IM systems. This is the easiest and cheapest first
step with Microsoft OCS and Lotus Sametime. It is important to choose a directory system that can
interwork with those in the PBX estate. This will ensure that the basis of a UC system is in place

install in-house Web conferencing to reduce charges for conference bridges. Conferencing systems
are often relatively independent of the rest of the company communications infrastructure, making this
easy to add on. Addition becomes harder if it includes the key element of the unified central directory

install a PBX SIP add-on to offer single-number working and mobile least-cost routeing. This brings
the benefit of a smaller mobile bill, but leaves the issue of integrating the voice and data systems for
the future. Again, it is important to choose a system that can work with the company data directories.

The level of user attachment to desk phones is likely to determine the next step. Big cost savings can be
obtained by eliminating them and moving to a combination of a PC soft client and mobile devices, but it
may be a step too far for some.

Outside contact centres, the aspiration of having click-to-call in all documents is likely to be the last item
addressed.
Steve Haworth of TeleWare says, “When features are defined differently [in different systems] and don’t map, we tend to go and ask
what they use them for. When they finally explain what they really want to happen, you can generally make it work.”
© Analysys Mason Limited 2009
Migrating to unified communications
30
UC deployment is an integration project
To get maximum benefit from UC, re-evaluate how
communications support business processes

As with all integration projects, it is very important to think about what the company is trying to achieve
through this communication process when introducing a new technology to support it. To add UC
technology without thinking through the purpose of the deployment, at best, risks wasting money on unused
features and, at worst, causes frustration and resentment among staff.

If the project is approached purely as a technical task to replicate existing phone system and
videoconferencing features, and to add presence and IM, the result can be unhelpful for many users.
Problems arise because legacy features cannot be replicated directly in the new system. If the business
objective is considered, then the new technology often offers a better way of achieving that goal.

Ideally, a CIO who has a seat on the board and who understands the wider objectives of the business
should be in charge of the migration process. He needs a remit that includes redesigning the business
processes, as well as the IT systems, if the company is to get the best from the new system.

The end users should also be involved in the design and implementation process. At the very least, this
helps to ensure that users are willing to make the effort to learn to use the new features. At best, it means
that the processes are redesigned with the benefit of insight from those who use them every day and are
able to streamline their communications and increase its effectiveness.
Stephane Julien of Interoute says, “[OCS] is a much more gradual roll-out and deployment than a PBX. When people have both
options available, they tend to gravitate towards the added functionality of OCS, where they can use UC tools while continuing to
talk. By the time the PBX is up for renewal, they don’t see the need to replace it.”
© Analysys Mason Limited 2009
31
Migrating to unified communications
Document map: Recommendations
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
32
Recommendations
Recommendations
Service providers and vendors should:

Offer design and consultancy services for larger enterprises. Users need solutions to their problems,
rather than more technology. If the vendor can understand the company’s problems and map them to the
technology, then the user will get a system that brings real benefits. This is a challenging task that needs
high-calibre sales engineers.

Help to demonstrate ROI. During the recession, it is particularly critical to demonstrate that the UC
implementation will save money. This service can be offered as part of the consultancy service, ideally
linked to examination of the company’s phone bills and identification of hard savings.

Offer hosted solutions. The economic climate means that companies are keen to avoid capex and are
more likely to look at hosted communications platforms that allow them to defer spending.

Deploy UC one step at a time, with a clear evolution path. Specific aspects of UC will solve particular
problems for customers. There is no appetite for ‘rip and replace’ processes in the current environment.
Setting out the evolution path and implementing the aspects that deliver immediate benefits allows the
company to proceed at its own pace.

Emphasise the importance of training. If companies skimp on training to reduce the project cost, they
are likely to find that the system is not used to its full potential and that the exercise has been a waste of
time. This damages the prospects for future attempts to sell advanced communications tools.

Offer open interoperable systems. Although interoperability is always a good thing, it is particularly
critical for UC, in which many vendors’ products may need to be linked to the system to create a truly
unified system.
© Analysys Mason Limited 2009
33
Migrating to unified communications
Document map: Author, copyright and key to acronyms
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
34
Author, copyright and key to acronyms
Author
Margaret Hopkins (Analysys Mason Associate) is Principal Analyst with Exegesys and supplies Analysys
Mason with enterprise research. Margaret specialises in fixed and mobile voice and data services for
enterprise and SME customers. She has produced research for Analysys Mason in the areas of IP telephony,
FMC voice, data services in the WAN, managed services for business, broadband access, network cost
modelling and value-added services for residential customers. She has produced a number of reports on areas
including Ethernet in the WAN, NGNs and IP local-loop and Internet telephony. She regularly contributes to the
international press on a wide range of telecoms issues and has been quoted by the Financial Times, Global
Telecoms Business, Telecommunications Online and Total Telecom. Margaret has been associated with
Analysys Mason for 20 years. She has an MSc in Telecommunications and Information Systems and started
her career in the Post Office Telecommunications Long Range Planning Department.
Acknowledgements
The author would like to thank all those who assisted in the preparation of this report, especially all those who
gave their time for interviews: Pierre-Alexandre Fuhrmann, VP Global Technology and Development, Aastra;
Roger Jones, Consulting Engineer, Avaya; Simon Farr, Head of Marketing Convergence Infrastructure, BT
Global Services; Tim Stone, European Marketing Manager for Unified Communications, Cisco Systems; Simon
Paton, CEO of CommuniGate UK; Stephane Julien, Product Manager, Unified Communications, and Neil
Downing, Director of Corporate Products and Services, Interoute; Mark Deakin, Unified Communications
Product Manager, Microsoft; Pete Moody, Product Marketing Manager, Unified Communications, Nortel; Lesley
Hansen, Marketing Director, and Steve Haworth, CEO, of TeleWare; Rurik Bradbury, CMO, Unison; Peter Kelly,
Director of Enterprise Business Unit, Vodafone. In addition, the author is grateful to the following individuals
from Analysys Mason for their contributions to this report: Stephen Sale and Tomasz Foltman for information
and helpful suggestions; Hilary Bailey for support with Excel models; and Mark Chambers and Claire Varley for
editorial support.
© Analysys Mason Limited 2009
Migrating to unified communications
35
Author, copyright and key to acronyms
Copyright
Published by Analysys Mason Limited, St Giles Court, 24 Castle Street, Cambridge, CB3 0AJ, UK
Tel: +44 (0)1223 460600; Fax: +44 (0)1223 452800; Email: [email protected];
Web: www.analysysmason.com/research
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© Analysys Mason Limited 2009
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in
any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the prior
written permission of the publisher.
ISBN 1 905495 99 4
Disclaimer
Analysys Mason Limited maintains that all reasonable care and skill have been used in the compilation of this
publication. However, Analysys Mason Limited shall not be under any liability for loss or damage (including
consequential loss) whatsoever or howsoever arising as a result of the use of this publication by the customer,
his servants, agents or any third party.
Analysys Mason Limited recognises that many terms appearing in this report are proprietary; all such trademarks
are acknowledged and every effort has been made to indicate them by the normal UK publishing practice of
capitalisation. However, the presence of a term, in whatever form, does not affect its legal status as a trademark.
The opinions expressed are those of the stated author only.
© Analysys Mason Limited 2009
Migrating to unified communications
36
Author, copyright and key to acronyms
Key to acronyms
CAGR
Compound annual growth rate
PBX
Private branch exchange
CIO
Chief information officer
PC
Personal computer
CRM
Customer relationship management
PSTN
Public switched telephone network
DPNSS
Digital Private Network Signalling System
QoS
Quality of service
FMC
Fixed–mobile convergence
ROI
Return on investment
GPS
Global positioning system
SaaS
Software as a service
IM
Instant messaging
SIMPLE
IP
Internet Protocol
SIP for Instant Messaging and Presence
Leveraging Extentions
iPBX
IP private branch exchange
SIP
Session Initiation Protocol
IPT
IP telephony
SME
Small or medium-sized enterprise
ISDN
Integrated Services Digital Network
SMS
Short Message Service
IT
Information technology
SP
Service provider
LDAP
Lightweight Directory Access Protocol
TDM
Time-division multiplexing
MNC
Multinational corporation
UC
Unified communications
MNO
Mobile network operator
VoIP
Voice over Internet Protocol
WAN
Wide-area network
© Analysys Mason Limited 2009
37
Migrating to unified communications
Document map: List of figures and tables
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
38
List of figures and tables
List of figures and tables
Figure 1: Enterprise users with mobiles in Europe, 2006–2014
Figure 2: UC architecture based on a SIP PBX
Figure 3: Microsoft UC architecture (simplified)
Figure 4: Mobile operator’s UC architecture
Figure 5: Lotus Sametime UC architecture
Figure 6: Hosted UC architecture
Figure 7: Percentage of companies with VoIP, 2006–2014
Figure 8: Percentage of companies forecast to have no traditional PBX by 2014
Figure 9: Number of enterprise users with only mobile phones, 2006–2014
Figure 10: Spend on UC in selected countries, 2006–2014
Figure 11: UC share of VoIP users in Europe, 2009 and 2014
Table 1: Demand-side drivers of unified communications deployment and supply-side responses
Table 2: Supply-side drivers of change in the business data services market and demand-side responses
© Analysys Mason Limited 2009
39
Migrating to unified communications
Document map: About Analysys Mason
Document map
Executive summary
A single directory is the core of a UC deployment
UC is as likely to be based on the email as on the voice platform
Complexity is an obstacle to UC deployment
Enterprise voice infrastructure is increasingly UC-ready
UC deployment is an integration project
Recommendations
Author, copyright and key to acronyms
List of figures and tables
About Analysys Mason
© Analysys Mason Limited 2009
Migrating to unified communications
40
About Analysys Mason
About Analysys Mason
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Migrating to unified communications
About Analysys Mason
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Migrating to unified communications
About Analysys Mason
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