A portion of Gartner’s “Forecast Alert:  I.T spending, worldwide, 2Q16 update”.

“We increased the outlook for IT services in 2016 to 4.7% in constant currency, up from the 3.8% growth expected last quarter.

Demand for consulting services grew 9.7% in 2015, compared with forecast growth of 6.0%. Consulting services for digital business, including business model reinvention and operating model transformation, have been higher than expected. Demand in this area is expected to continue to be high through 2020. We now expect the market to grow at a CAGR of 8.3% instead of the 6.1% forecast in the 1Q16 forecast.

The forecast for implementation services has been increased slightly from a CAGR of 2.6% in the 1Q16 forecast to a CAGR of 2.9% in this forecast. We continue to see an increase in projects around digital services, with their funding being partially supported by savings from cost optimization work. Growth rates are improving but are still constrained because projects in emerging technologies tend to be small and tentative, while projects in mature segments have experienced lower growth due to increased automation and reduced project size, as buyers increasingly move to cloud implementations.

The worldwide forecast for IT outsourcing (ITO) has been slightly increased from a CAGR of 5.1% in the 1Q16 forecast to a CAGR of 5.6% today. This increase stems from the accelerated willingness of buyer organizations to move to cloud implementations.

Communications Services

In terms of end-user spending on communications services in constant dollars in 2016, we see modest growth of 0.5% to $1.58 trillion — down $78 billion from our 1Q16 forecast.

Consumer-fixed broadband revenue will rise slightly, driven by increased adoption and usage of video on demand (VOD) services. Enterprise customers remain focused on driving down costs via policies for Wi-Fi offload and contracts optimizing the number of their providers for communications services and global WANs.”

We are the consulting company to help you drive down these costs and put more to your bottom line.

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

gartnerdotcom

“Every Sunday morning I take a light jog around a park near my home.  There’s a lake located in one corner of the park.  Each time I jog by this lake, I see the same elderly woman sitting at the water’s edge with a small metal cage sitting beside her.

This past Sunday my curiosity got the best of me, so I stopped jogging and walked over to her.  As I got closer, I realized that the metal cage was in fact a small trap.  There were three turtles, unharmed, slowly walking around the base of the trap.  She had a fourth turtle in her lap that she was carefully scrubbing with a spongy brush.

“Hello,” I said.  “I see you here every Sunday morning.  If you don’t mind my nosiness, I’d love to know what you’re doing with these turtles.”

She smiled.  “I’m cleaning off their shells,” she replied.  “Anything on a turtle’s shell, like algae or scum, reduces the turtle’s ability to absorb heat and impedes its ability to swim.  It can also corrode and weaken the shell over time.”

“Wow!  That’s really nice of you!” I exclaimed.

She went on: “I spend a couple of hours each Sunday morning, relaxing by this lake and helping these little guys out.  It’s my own strange way of making a difference.”

“But don’t most freshwater turtles live their whole lives with algae and scum hanging from their shells?” I asked.

“Yep, sadly, they do,” she replied.

I scratched my head.  “Well then, don’t you think your time could be better spent?  I mean, I think your efforts are kind and all, but there are fresh water turtles living in lakes all around the world.  And 99% of these turtles don’t have kind people like you to help them clean off their shells.  So, no offense… but how exactly are your localized efforts here truly making a difference?”

The woman giggled aloud.  She then looked down at the turtle in her lap, scrubbed off the last piece of algae from its shell, and said, “Sweetie, if this little guy could talk, he’d tell you I just made all the difference in the world.”

Have a great day.

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

marcandangeldotcom

“Understanding the Telecom and Data business

The key to making a good decision is in how the telecommunications and data business works.

A point to make here is that the provider contracts with your company to provide a certain suite of services at a certain level of performance.  Many terms and conditions of newer contracts with providers are listed on a web page, how easy is it for the carrier to change the terms ?

And what about carriers consolidating and merging ?  Will your direct representative be with that carrier in 3 months ?  A year ?

How about care for you after the sale ?

Is it a local office ?  A call center ?

Can the direct carrier representative actually assist you, or do they get paid once to sell and move on ?

The Truth

Carrier direct representatives likely will not be employed for more than 18 months. You are left with a contract and no advocate to assist you. Most likely a  call center out of state and an 800 number to reach a cryptic system where you punch in your account number and then have to repeat yourself 3 times to get an answer, and usually they will insult you and claim the problem is on your end of the connection.

How can a prospective client sort through 3 or 4 providers information and make an educated decision about a provider at contract renewal time ?

Well frankly you can dedicate the next few weeks to research, study and reviewing terms and conditions, service level agreements (SLA) and calling current clients of the prospective vendors. Or just call an independent consultant in your area.

The Solution

Call an independent telecom consultant, who knows the available providers, the services available and negotiates many telecom contracts every year.

Telecom consultants are experts,  and with all the change in the carrier space, consultants  have  direct connections to carriers.   Many clients just like you who turn to telecom consultants for answers, recieving a live local response to their needs.

Independent telecom consultants work for you.  When  hired they are  paid to assist you and to make sure you receive what you are paying for.  In many cases the independent consultant will not get paid unless your services are installed and invoices continue to be paid.

Telecom consultants are paid to assist you today, and when it’s contract renewal time.  Independents are responsive, timely and know each and every carrier that is available for you to choose from.

In many cases they search for 3-5 quotes to source your services.  They continue to earn your business every month when you pay your invoice.  In addition the independent consultant will analyze your needs BEFORE suggesting a certain product or service.

Why Not ?

Why not try buying your products and services the smart way ?  Engage a consultant to assist and see how easy choosing a new contract or provider can be.

Make your life easy !  We know how to help and can assist you in making a safe and smart choice in providers.”

Trivatech Group.

888-352-6563

www.trivatechgroup.com

“I have another birthday coming up soon. With the card, cake, present and hugs will, of course, come the inevitable question, “How old are you?” I have gotten to the point now where I can honestly say, “I’m not sure.” This body of mine is going to be 50 years old. This vehicle that carries around my soul will have been here half a century soon. Parts of it look younger and other parts of it feel older. My energy level has certainly gone to the dogs. Some of the time I feel like my two month old puppy who is chewing on my toes right now. Some of the time I feel like my twelve year old beagle who is napping by the fan. Mentally my age varies too. In some things I feel like a wise old sage. In other areas I feel like a first grader. Emotionally there are times when I feel like a five year old playing in the sunshine. There are other times when I feel like a nineteen year old looking forward to the rest of my life. There are still other times when I feel like a ninety nine year old wondering where all the years have gone. Spiritually it is just as confusing. I feel like the eternal soul that I truly am. Yet, that eternal soul is also forever young. From now on then I am just going to live each day with all of the love, laughter, and joy that I possibly can and let the years take care of themselves.

After all, it isn’t the number of years you live that matters. It is how you LIVE them. For all of us here the longest life is too brief. Why then should we waste a single moment not living our lives to the fullest? Why should we pass up a single opportunity to love, to share, to help, to care, to smile, to pray, to laugh, to sing, to dance, or to be kind?

How “OLD” are you? Are you the slowly aging body you see in the mirror or are you the forever young soul within it? Are you a collection of wrinkles and gray hairs that will one day turn to dust or are you a Child of God meant for an eternity of love?”

Enjoy your day!

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

sunnyskyzdot com

“Digitalisation has had a huge impact on how we use our phones, with consumers now expecting to access data-rich services such as social platforms, videos and emails, on the go via their smartphone or tablet. This in turn has impacted billing and charging models, resulting in customers buying an increasing number of flat rate and all-you-can eat packages, made up of app-specific service bundles.

On the surface, this should make things simpler for operators to:

• Reduce the number of complex tariff structures they need to maintain
• Communicate with subscribers and drive subscription take-up rates
• Attract new segments of the market based on which app is included in the bundle

However, the situation on the ground is somewhat different. With intensifying competition and smartphone penetration reaching near saturation in many markets, the challenge of acquiring and retaining new customers is more important than ever. As a result, operators have been forced to engage in a race to the bottom, based on price, to increase volumes and continue to generate a margin. The MTN Group for example, reported a 45 percent reduction of its data tariffs in Africa in its 2015 Annual Report, yet during the same time period, it saw an increase in traffic of 108.5 percent and revenue grew by 32.6 percent.

There is clearly a limit to this model and the rise of unlimited data packages is undoubtedly leading to the devaluation of data as a currency; with SMS and voice revenues also rapidly declining, increased demand on the network, requires higher capital expenditure, and this is often challenging for operators confronted with stagnating revenues and decreasing margins. As a result, operators have come under pressure to find new revenue streams and quite often these new initiatives are being hampered by existing systems that are not able to support these new billing and charging models, and these often involve too high costs and a slow pace of change, hindering operators’ ability to launch new services.

To maintain a competitive edge, not only do operators need to look for systems that can support these new charging models but operators also need to develop partnerships which enable them to offer an enhanced range of services to their customers. Instead of focusing on merely pushing “simple” offerings that can be easily replicated, they will need to define an offering made up of telco and non-telco services, which have a clear appeal to specific segments of the market. Through this approach, operators will be able to provide their customers with all the services they require in one location, and offer a diverse range of offerings tailored to suit each individual’s needs. By offering a wide variety of services and personalised packages, customer retention and ARPU will be increased and this will also provide operators with the opportunity to upsell packages to customers.

To support this new approach to delivering new services through partners, a robust partnering solution, from on-boarding of partners to settlement and customer service, is required and must be underpinned by billing and charging systems that can support this new way of doing business and attracting customers.

As the data currency devaluation continues and the subscription type model becomes the norm, operators will need to ensure that their billing and charging system can keep pace. For example, operators should be able to enhance the customer experience by implementing new rules into charging to enable unused minutes to be rolled over, to ensure that customers don’t feel they’re paying for something they don’t use. Operators should also make bandwidth management a priority, to reduce customer dissatisfaction due to perceived low quality of service when they are being downgraded as a result of fair usage policies being enforced.

Finally, when working with non-telco third parties, operators must look at introducing multi-tenancy capabilities to efficiently share information and on-board and settle with those partners with ease, in order to remain competitive in our digital age.”

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

telecomstechnewsdotcom

“Hello Neil and Buzz, I am talking to you by telephone from the Oval Room at the White House, and this certainly has to be the most historic telephone call ever made from the White House.

I just can’t tell you how proud we all are of what you have done. For every American this has to be the proudest day of our lives, and for people all over the world I am sure that they, too, join with Americans in recognizing what an immense feat this is.

Because of what you have done the heavens have become a part of man’s world, and as you talk to us from the Sea of Tranquility, it inspires us to redouble our efforts to bring peace and tranquility to earth.

For one priceless moment in the whole history of man all the people on this earth are truly one–one in their pride in what you have done and one in our prayers that you will return safely to earth.

ASTRONAUT ARMSTRONG. Thank you, Mr. President. It is a great honor and privilege for us to be here representing not only the United States, but men of peaceable nations, men with an interest and a curiosity, and men with a vision for the future. It is an honor for us to be able to participate here today.

THE PRESIDENT. Thank you very much, and I look forward, all of us look forward, to seeing you on the Hornet on Thursday.

ASTRONAUT ARMSTRONG. Thank you. We look forward to that very much, sir.”

It may not be a phone call to the moon but your telecommunications are just as important to you.

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

presidency.ucsbdotedu

“The use of telecommunications within large organizations has increased significantly as the business ecosystem of customers, partners and employees has become more complex and globally intertwined. This changing environment now requires investment in a plethora of technologies to successfully conduct business and manage relationships. In response, many organizations have started either to establish or consider atelecom expense management (TEM) initiative.

The successful rollout of a TEM program depends on a number of factors, including the size of the implementation, the multinational nature of the business and the number of stakeholders involved. Whether rolling out a new TEM initiative or assessing an existing TEM program, the five criteria outlined below can help pave the way to a successful deployment.

* First, when starting a TEM initiative, make sure to establish a detailed scope of the project as it helps to define what geographies, services and carriers are of highest priority. Pockets of the organization may already have TEM in place, but a successful plan requires careful examination, prioritization and planning. Consider what countries, languages and currencies will be included in the project and plan accordingly. Depending on the organization, it may make sense to prioritize the countries with the highest spend, the most complex telecom environment or start with regions with modest telecom spend in order to establish some quick wins.

* Second, create a conservative timeline and ensure that the end goal is clearly outlined, whether it’s centralizing invoice processing for better control or optimizing mobile rate plans to reduce costs. The compelling requirements for a TEM initiative and related deadlines need to be understood and agreed upon. Implementing the project in a phased approach can be useful in establishing a realistic timeline and help achieve milestones and deadlines. Often times TEM projects will have early “proof points” or justification that the initiative is reaping dividends which will help to support further investment in the broader TEM initiative.

* Third, the involvement of current and future stakeholders is key. Understand who performs what function in each region and country, as well as where there may be challenges and successes. This should be a comprehensive perspective, including order management and provisioning, invoice handling and expense management, and mobile help desk services. Carefully consider how a global approach will change the management of each of these functions in the regions.

* Fourth, consider all of the concerns and nuances on a regional basis. Examine the resources required to address the added complexities that come with managing multiple regions, including different language and currency requirements, diverse internal telecom teams, numerous telecom carriers and unique local business processes, along with laws, policies, accountings principles, and data privacy and protection requirements. It’s important to involve internal regional subject matter experts to provide TEM-specific guidance, and work with TEM providers with a global presence and experience who can offer strategic and operational expertise.

* Fifth, as the initiative progresses, promote early successes and results as part of the process, including cost savings due to optimization or better contract negotiations. For many organizations, TEM can be viewed as increased bureaucratic control, so internally communicating alignment with company objectives is a significant part of the process.

Globally rolling out a TEM initiative in your organization is a significant undertaking.”

Can we help you roll out your telecom initiative?

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

 

networkworlddotcom

“When it comes to telecom negotiations, most managers have a difficult time. I see far too many contracts riddled with unacceptable clauses and limitations, shackling companies with sub-par terms and conditions, bloated pricing, and even obsolete technology.

This isn’t really the telecom manager’s fault. Like many of us, most came up through the ranks of engineering, architecture, and design — none of which provides optimal training for carrier contract negotiations. And frankly, there’s no great way to learn how to negotiate contracts — other than by trial and error. In the interests of learning from others’ errors, then, herewith a “top 10” list of the most common telecom negotiations mistakes.

No. 1: No “out” clauses. The single most powerful clause in a telecom contract is the “termination without penalty” clause, invocable in a range of situations, which gives companies leverage when making requests from carriers.

No. 2. No business flexibility. What if your organization merges with another, or divests part of its business? Your contract should flex to accommodate changes in business.

No. 3: Overly granular minimum-annual-revenue commitments (MARC). Why is it any of the telco’s business how much you spend on wireless vs. wireline, or voice vs. data? If you have to have a MARC (and they’re decreasingly required, see No.4), it shouldn’t stipulate how you spend money with a carrier — just how much.

No. 4: MARCs that are too large. The purpose of a MARC is to provide the telco with a guaranteed revenue commitment throughout the duration of the contract. But not all telcos require such a guarantee — emerging and alternative providers, in particular, are often willing to forego MARCs. And even traditional telcos will often step down from the size of their MARCs when pushed.

No. 5. Missing service-level agreements (SLA). The purpose of a network is to get your traffic from point A to point B reliably, securely, and in a timely fashion. But too often, the carrier doesn’t commit to doing any of the above. SLAs ensure that they do — or suffer the consequences.

No: 6: Sub-par turn up times. Even when SLAs exist, many carriers won’t commit to specific circuit installation times. Instead, they weasel-word with promises such as, “circuits are typically turned up within 60 business days”. First off, 60 business days is 12 weeks (84 calendar days). And second of all, the “typical” turn-up time means exactly nothing if it’s your circuit that’s six weeks late.

No. 7: Lackadaisical account management. An organization’s satisfaction with its telecom provider generally has more to do with the quality of the account management than with anything else. Yet, too few contracts provide any recourse for poor account management. Customers should have a say in how they’re treated — and by whom.

No. 8: Technology lock-in. Unbelievably, many contracts require termination penalties when the customer wants to shift from an older technology to a newer one (say, from TDM trunks to SIP trunking). Hello? So long as you’re buying services from the same provider, contracts shouldn’t lock you in to a particular technology.

No. 9: Too-long contracts. Many IT organizations agree to unreasonably long contract terms, in the hope of avoiding the pain of contract negotiations as long as possible. Don’t succumb to the temptation: Keep contracts as short as feasible (ideally, three years or less).

No. 10: Inaccurate or incomprehensible billing. Carriers should be responsible for providing accurate billing. Telecom managers should post payments of any contested bills to an escrow account — and put the burden on the carrier to sort out what’s correct.”

A properly negotiated and executed contract can pay off in the short, and long term.

Put us on your side of that negotiating table.

Trivatech Group.

888-352-6563

www.trivatechgroup.com

 

networkworlddotcom