Magic Quadrant for Communications Outsourcing and Professional Services, North America

Gartner RAS Core Research Note G00175375, Eric Goodness, 30 June 2010, R3429 10232010

This Magic Quadrant examines 16 vendors of IT services for business communications systems in North America. Use it to find the right providers for your needs as they relate to communications-centric managed service and outsourcing relationships, or project-based professional services engagements.

WHAT YOU NEED TO KNOWGartner’s “Magic Quadrant for Communications Outsourcing and Professional Services, North America” is a guide for midsize and large multinational corporations (MNCs) to help them identify and evaluate vendors that deliver IT services in support of enterprise communications and connectivity. The IT services covered in this Magic Quadrant include maintenance and support, consulting, application development, integration and ongoing management of IT and related business processes. This Magic Quadrant was previously called “Magic Quadrant for Managed and Professional Network Service Providers, North America.” However, this caused some confusion with Gartner’s Magic Quadrants for Network Service Providers. While these Magic Quadrants are focused on network services (connectivity), the communications outsourcing and professional services (COPS) Magic Quadrant focuses exclusively on IT services related to network service solutions and communications systems.

The vendors in this Magic Quadrant provide relevant IT services to support fixed and mobile connectivity and communications systems. These vendors do not necessarily own the infrastructure, applications or connectivity contracts (or control the relevant operational leases). Although all the vendors in this Magic Quadrant provide communications-centric IT services, their competencies, approaches to customer engagement and contracting practices vary; generally their different approaches are dictated by their primary business model (in terms of revenue).

Users are advised to base their COPS vendor selection on:

• Adetailedevaluationoftheirrequirementsintermsofoperationsandsupportservicelevels, and the user’s ability to deliver with in-house resources.

• Areviewoftheirsourcinggoalsintermsofcontractstructure,costbenefitsandprogrammanagement.

• Acomparisonofprospectivevendors’capabilitytoexecuteagainstexpectations.

2This Magic Quadrant provides insight into vendor capabilities across different geographies, communications-centric IT services and related communications technologies.

MAGIC QUADRANT

Market OverviewThe market for businesses sourcing the ongoing operation and support of connectivity and communications systems to third-party vendors continues to gain significant traction among businesses of all sizes. Current Gartner forecasts project that the market for communications outsourcing in North America will be $70 billion, a growth of 7.8% on 2009.

Additional evidence of the growth of the communications outsourcing market exists in recent awards of several large deals, and the existence of myriad proposals in the evaluation process. In all, Gartner sees just under $10 billion of communications outsourcing opportunities, closed and pending, beginning fromthefourthquarterof2008throughtoMay 2010. Most deals coming to market represent three- to seven-year opportunities that aggregate, and integrate, the ongoing support and management of fixed and mobile services and communications systems (premises-based and hosted).

While the cost benefits related to outsourcing are a significant driver in the market, there are new market force trends emerging in forthcoming COPS deals. Among the most significant trends seen are business’ requirementstobringrobust,integratedunifiedcommunications(UC) portfolios to the table for consideration once the consolidation and optimization phases are completed. Adding to the trend of “unifying”communications,vendorsareincreasinglybeingrequiredto provide business process management services across their wired and wireless systems, in the form of telecom expense management (TEM), fixed-mobile convergence (FMC) solutions, and data center networking.

Competitive LandscapeIn North America, the main competitors for COPS, in terms of business model, are:

• Communicationsserviceproviders(CSPs)suchasBTGlobalServices,QwestandVerizonBusiness.

• Value-addeddistributors(VADs)suchasInsightNetworkingandCDW.

• Systemintegrators(SIs)andIToutsourcers(ITOs)suchasIBMGlobal Technology Services and Presidio.

• OEMsandindependentsoftwarevendors(ISVs)suchasAvaya,Cisco and Siemens Enterprise Communications.

The current market for COPS opportunities based on recently closed deals, and ongoing deals in the proposal stage, shows that end-user organizations want a single provider approach in terms of establishing a prime relationship. In a survey of vendor references for this Magic Quadrant, slightly less than 13% of respondents

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Figure 1. Magic Quadrant for Communications Outsourcing and Professional Services, North America

Source: Gartner (June 2010)

challengers leaders

niche players visionaries

completeness of vision

abili

ty to

exe

cute

As of June 2010

IBM Global Technology Services

HPAT&T

Verizon Business

AccentureCisco

Insight Networking

Avaya

Siemens Enterprise Communications

QwestCDW

Black Box Network ServicesBell Canada

BT Global ServicesPresidio

IBM Global Technology Services

HPAT&TCSC

Accenture

Siemens Enterprise Communications

Black Box Network Services

3indicated that their company would multisource their current agreement when their present contract lapses. The response overwhelmingly favored a monolithic prime role to manage their entire connectivity and communications systems. In fact, more than 46% of the references surveyed are likely to source the contract solely to their current vendor once the agreement lapses. Of the 207 references surveyed by Gartner, only one respondent in North America indicated that their company would bring all responsibilities in its current communications outsourcing agreement back in-house.

Although this Magic Quadrant provides a view of IT service providersandtheirabilitiestodelivertonationalrequirements,Gartner believes that a single provider for all services is not necessarily the right solution for businesses. Often, Gartner sees dissatisfaction arise in COPS agreements, based on the type of vendor selected as the outsourcing prime, compared with the primary value that the user focuses on in their agreement. From a very high level, CSPs are strongest at managing connectivity, WAN and remote access solutions. SIs and ITOs often build on their legacies of program and change management. Manufacturers and ISVs provide what is often viewed as a premium IT service, but only for their own technologies. Of course, this is an oversimplification. More OEMs are providing multi-vendor support services; many SIs and ITOs can provide support and management of connectivity that is on a par, or better, than that provided by many CSPs; and some CSPs have invested in outsourcing executive talent, as well as improving their IT service supply chain in terms of maintenance and other on-site services. The market for COPS is maturing, and vendors participating in the market continue to invest in capabilities and partnerships to provide better IT services in support of their customer business communications.

There are companies creating successful, regionally focused COPS agreements.Ofcourse,thisapproachrequiresexquisiteprogrammanagement on the part of the end-user company to manage all vendors to deliver services related to the end-users’ communication environments.A“bestofbreed”approachalsorequiresuserstoaccept that costs will be higher. As suggested in last year’s Magic Quadrant, the most important audit a company can perform in its outsourcing strategy development is to determine whether it has the internal capabilities, in terms of personnel, process and methodologies and tools, to perform program management across multiple geographies, managing multiple providers with different service deliverables across a diverse communications asset base. If a company does not have these capabilities, then it must consider, at a minimum, hiring a partner to prime the program management.

Key Challenges to Success in Communications Outsourcing and Managed Services InGartnersurveys,adhocconversationsandinquiries,end-users most often cite four key value propositions for entering, and maintaining, COPS relationships with third-party vendors:

• Attaining realistic cost benefits. For most companies, the reason for engaging in COPS agreements is to reduce the company’s expense burden by transitioning the support of corporate

communications to a third party. It is typical for companies to reduce their ongoing costs while maintaining, or improving, service levels. While most midsize and large companies intend to create COPS agreements that reduce their expenses by 30% to 40%, Gartner typically sees cost benefits closer to 15% to 20%.

• Improved operations performance. The corporate communications environment has been hit significantly over thepastfiveyearsbyreductionsinfull-timeequivalents(FTEs)dedicated to ongoing operation and support. Many end-user organizations have recognized that improving service levelsrelatedtotheircommunicationssystemswillrequiresignificant investment in FTEs and related tools. Organizations that find themselves under-invested in resources do not often recognize cost benefits when engaging in managed services or outsourcing relationships. However, the improvements in technology performance and change management can be significant. The inclusion of process outsourcing, in the form of TEM, in almost every major competitive proposal in the market, assures that many businesses will have great visibility into their telecommunications costs.

• Program management. Very few COPS providers are able tomeetallcustomerrequirements,acrossallcountriesandgeographies, leveraging organic resources for IT service delivery. Typically, COPS deals are an amalgam of internal and sub-contracted resources. Managing the workflow between the vendor’s internal delivery personnel, the customer and sub-contracting partners is a challenge that few have mastered. Each interaction and delivery milestone represents risk in the IT service supply chain. Strategically, SLAs are the metrics by which users measure their providers; however, pragmatically, each supply chain is as strong as its weakest link and users must work to understand the skill sets of the vendor’s program management office to manage complex COPS deals.

• Ease of doing business. In Gartner’s survey of vendor references, over 20% of respondents cited “ease of doing business” as the single biggest weakness of their COPS provider. For MNCs, ease of doing business takes the form of many different issues in the vendor-client relationship. Chief among the most cited aspects that make conducting business difficult were: pricing and contract flexibility, a single contract for ordering, and provisioning work orders across targeted geographies.

Market Definition/DescriptionCOPS engagements may be project-based; however, the true focus of this Magic Quadrant is on multi-year, annuity-based agreements for the ongoing operation and support of communications systems and corporate connectivity (including wired and wireless services and systems).

4The communications-centric IT services considered in this Magic Quadrant include:

• ITmanagement(on-siteandremote).

• Hardwareandsoftwaremaintenance(logisticsandproductsupport).

• Applicationdevelopmentandintegration(commercialoff-the-shelf and customized middleware).

• Processmanagement.

• ITconsulting(plananddevelop).

• Hostedcommunicationsandcommunicationcloudservices(such as UC as a service).

COPS contracts may include one or more of the above IT services for enterprise networks; however, the contracts always include IT management services as the core of the relationship. IT management services include operational services, application management and help-desk management services. Although these vendors provide network IT services, they do not necessarily own the infrastructure itself.

Asset and resource transfers (of technology or employees) may beincludedintheagreementsbutarenotarequirement.Infact,the retention of employees and assets by companies while using a third-party manager is a driving force in the market, as companies feel this gives them more control than traditional outsourcing contracts.

Some vendors, namely CSPs, bundle connectivity services with IT servicesandinfrastructureintheirofferings.BundlingwasnotarequirementforvendorstobeincludedinthisMagicQuadrant.Forthis study, each participating vendor delivered a formal presentation to Gartner and was asked to provide a list of five customer references. Gartner then assessed each participant.

The compilation of the results from the presentations and reference checks contributed to the final placement of the vendors in the Magic Quadrant. Gartner also used its research and conversations with users in the market to ascertain capabilities and satisfaction beyond what was provided by the vendors’ selected references. The positioning in this Magic Quadrant reflects each vendor’s completeness of vision and ability to execute.

Communications IT Service DefinitionsIT Management Services

Management services transfer all or part of the day-to-day management responsibility for a customer’s network environment (including LAN hardware and software, WAN – voice and data – and voice network hardware and software) and, in some cases, the ownership of the technology or personnel assets, to an

outside vendor. These services may include system operation or support, capacity planning, asset management, availability management, performance management, administration, security, remote monitoring, technical diagnostics/troubleshooting, configuration management, system repair management and generation of management reports. Network remote monitoring and management, and backup and recovery services, also fall into this category when some degree of management is included in the service.

Hardware and Software Maintenance Services

Maintenance services include both hardware maintenance and support services, and network software maintenance and support services.

Hardware maintenance and support services are preventive and remedial services that physically repair or optimize hardware, including contract maintenance and per-incident repair. Hardware support also includes online and telephone technical troubleshooting and assistance for setup, and all fee-based hardware warranty upgrades.

Sales of all parts are also included, exclusive of parts bundled with maintenance contracts. This segment includes only external customer spending on these services.

Software maintenance and support services include long-term and pay-as-you-go (incident-based) support contracts. Software support contracts include remote troubleshooting and support provided via the telephone and online channels, as well as installation assistance and basic usability assistance. In some cases, software support services may include new product installation services, installation of product updates, migrations for major releases of software and other types of proactive or reactive on-site services. Software products and technologies covered under this category include operating systems and infrastructure software. Software support services do not include the purchase of subscriptions that provide entitlement and rights to use future minor versions (point releases) or future major releases of software.

Development and Integration Services

Developmentandintegrationservicessupporttheimplementationand rollout of new network infrastructure, including consolidation of established network infrastructure. Activities may include hardware or software procurement, configuration, tuning, staging, installation and interoperability testing.

Process Management

Specific to the communications environment, the practice of TEM encompasses the business processes conducted by IT and financedepartmentstoacquiretheprovision(andsupport)ofcorporate telecommunications assets. Put another way, TEM is thebuild-outofservices,ortheacquisitionofthird-partyservices,to manage the supply chain for telecommunications. Gartner has identified the component services of TEM as: sourcing, ordering

5and provisioning, inventory management, invoice and contract management, use management, dispute management, and business intelligence.

IT Consulting Services

Consulting services are advisory services that help clients assess different technology and methodology strategies and, in doing so, align their network strategies with their business or process strategies. These services support customers’ IT initiatives by providing strategic, architectural, and operational and implementation planning related to their networks. Strategic planning includes advisory services that help clients assess their networkrequirementsandformulatesystem-implementationplans.Architecture planning includes advisory services that combine strategic plans and knowledge of emerging technologies to create the logical design of the network environment and the supporting infrastructuretomeetcustomerrequirements.Operationalassessment and benchmarking includes services that assess the operating efficiency and capacity of a client’s network environment. Implementation planning includes services aimed at advising customers on the rollout and testing of new network deployments.

Communications as a Service (CaaS)

This is communications functionality that may include telephony, messaging, conferencing, presence and notification, based on assets owned, managed and colocated by third parties.

Inclusion and Exclusion CriteriaThis Magic Quadrant relies heavily on analysts’ knowledge and familiarity with the enterprise communications market, correlating vendormarketsentimentbasedoninquiriesandconversationswithGartner customers, and checking customer references supplied by the vendor. To be considered for this Magic Quadrant, vendors had to fulfill the following delivery criteria, based on how they serve the market:

• In2008,theserviceproviderrecognizedatleast$200millionin COPS revenue. The revenue considered for the COPS Magic Quadrant is for process and IT services only. The sale of communications hardware and software and network services contracts should not be considered as COPS revenue.

• Theserviceprovidercompetesforstand-aloneCOPSdealsthatare not encompassed within broader IT outsourcing deals. Its intention is to address a market need for the selective sourcing of communications systems and services.

• Serviceprovidersmaynotreceivemorethan70%ofCOPSrevenue from a single vertical market.

• AstheMagicQuadrantseekstoexhibitbroadvalue,maintenance services may not represent more than 85% of a service provider’s COPS revenue.

• Serviceprovidersmustbeabletodemonstratetheabilitytodeliver against COPS agreements as a sole-source, direct provider (communications outsourcing delivered entirely by partners or subcontractors is excluded).

Gartner views the ability to create and maintain a centralized remote management platform as a key indicator of an organization’sabilitytoprovidesuperiorandqualitynetworkmanagement services at reduced cost to end users. As the COPS marketmatures,participantsmaynotberequiredtomaintaintheir own platform, but given the strategic nature of these assets, Gartnerhasmadethisarequirementforinclusion.

This Magic Quadrant does not consider the resale of network hardware, network connectivity or software; nor does it consider revenue or products related to managed security services. In addition, while all the vendors in this Magic Quadrant provide network IT services, they do not necessarily own the infrastructure itself. For more information on these sectors, see Gartner’s relevant Magic Quadrants.

Notallqualifyingvendorsprovidethesamebreadthanddepthofnetwork IT services, and some offer specialized services. However, the vendors represent the range of managed network services available today and are evaluated in this larger context.

Vendors Added

• Accenture.

• BlackBoxNetworkServices.

• CDW.

• Cisco.

• SiemensEnterpriseCommunications.

Vendors Dropped

• Unisys.

• DimensionData.

• NorthropGrumman.

• OrangeBusinessServices.

• Sprint.

6Evaluation Criteria

Ability to ExecuteGartnerevaluatesvendorsonthequalityandefficacyoftheprocesses, methods or procedures that enable them to be competitive, efficient and effective, and that affect revenue, retention and reputation in a positive way. Each criterion is ranked high, standard or low in importance.

Completeness of Vision

Gartner evaluates technology and IT service providers on their ability to convincingly articulate logical statements about market direction, innovation, customer needs and competitive forces, and how well they map onto the Gartner position. Ultimately, technology and IT service providers are rated on their understanding of how market forces can be exploited to create an opportunity for the provider. Each criterion is ranked high, standard or low in importance.

LeadersLeaders affect competitors by the choices they make in enabling technology and IT service offerings, their focus on the enterprise and targeted vertical segments, and their capability to differentiate value, price and service levels to be first to market with relevant products.

VendorsintheLeadersquadrantareperformingwelltoday,havea clear vision of market direction and are building competencies tosustaintheirleadershippositionsinthemarket.Basedonouranalysis, the leaders are:

• AT&T.

• CSC.

• HP.

• IBMGlobalTechnologyServices.

• VerizonBusiness.

Vendor and customer experience weigh heavily in the Leaders quadrant.Allthesevendorshavedemonstratedthattheyhavesignificant network management and outsourcing experience, and understand the dynamics needed to deliver network-centric IT services successfully.

ChallengersThese vendors are strong in execution, but narrower in their vision for taking market leadership, in terms of enabling technology or other important service offerings. An example is increasing capital expenditures to match those of a competitor, or bringing services to market after a competitor has an established market position.

VendorsintheChallengersquadrantexecutewelltodaybuthavea narrower view of market direction. The vendors that emerged as Challengers are:

• BellCanada.

• BlackBoxNetworkServices.

• BTGlobalServices.

• InsightNetworking.

• Presidio.

These vendors demonstrated that they have a base of satisfied network management and outsourcing clients. Overall, they need to address their strategic vision and broaden their service offerings (that is, capabilities and delivery) to meet clients’ needs.

Evaluation Criteria

Product/Service

OverallViability(BusinessUnit,Financial,Strategy, Organization)

Sales Execution/Pricing

Market Responsiveness and Track Record

Marketing Execution

Customer Experience

Operations

Weighting

high

high

high

low

standard

high

high

Table 1. Ability to Execute Evaluation Criteria

Source: Gartner

Evaluation Criteria

Market Understanding

Marketing Strategy

Sales Strategy

Offering (Product) Strategy

BusinessModel

Vertical/Industry Strategy

Innovation

Geographic Strategy

Weighting

standard

standard

standard

high

standard

standard

high

high

Table 2. Completeness of Vision Evaluation Criteria

Source: Gartner

7VisionariesExcellent planning but suboptimal execution defines this vendor segment. These vendors are often held back by financial restructuring or weak management and strategy. Visionaries may plan on expanding their IT service coverage or rolling out a specialized IT service for the enterprise, but encounter delays because of a lack of executive sponsorship.

VendorsintheVisionariesquadranthaveaclearvisionofmarketdirection and are focused on preparing for future customer requirements,althoughthereisroomforimprovementintermsofservice delivery and execution. Four companies were placed in the Visionariesquadrant:

• Accenture.

• Avaya.

• Cisco.

• SiemensEnterpriseCommunications.

Niche PlayersCompaniesintheNichePlayersquadrantfocusonaparticularsegmentofmarketrequirements,asdefinedbycharacteristicssuchas size, vertical focus or selective network technology management offerings. These vendors are:

• CDW.

• Qwest.

VendorsthatappearintheNichePlayersquadrantareviableoptions for organizations to consider for COPS. In this Magic Quadrant, vendors identified as Niche Players may have limited experience in the general or commercial North American markets, or they may only provide specific service offerings focused on specificnetworkplatforms(forexample,PBXs,mobileandwireless,narrow vertical markets or business segments served).

Vendor Strengths and Cautions

AccentureAccenture is a global management consulting, technology services and IT and business process outsourcing company. Accenture’s approach to the COPS market is different to other industry players in that it focuses on the delivery of services rather than the transfer of assets from the customer, providing clients with more transparency and flexibility. Accenture currently competes as a selective competitor for COPS opportunities, pursuing stand-alone network deals in the consulting space, including outsourcing only when there is clear value for the customer to improve operations and create a flexible environment for change. However, its recently formedAccenture&CiscoBusinessGrouppromisestomake

Accenture a much more aggressive player in the COPS market. Gartner views Accenture as having the resources to program manage COPS opportunities for large MNCs that include the life cycle of IT services.

Strengths

• Accentureisconsideredanindustry-leadingproviderofconsulting services related to communications systems, and is rated highly in terms of customer satisfaction feedback. Accenture is a leader in aligning fixed and mobile communicationssolutionswithbusinessrequirements.

• IntegrationoftheCorliantacquisitionhasbeenextremelypositive and seamless, and has added scale and scope to Accenture’s capabilities for consulting and development. In addition,AccenturehasdevelopedauniquerelationshipwithCisco, creating an entirely new practice comprising both Cisco and Accenture personnel that operate as a single, unified team.

• AccentureisconsideredoneoftheleadingprovidersofTEMservices for MNCs. It is also considered one of the top two integrators of TEM applications for MNCs.

• GartnerconsidersAccenture’sstrengthforcustomerstobeasthe lead, or prime, program manager in COPS deals for MNCs. In this role, Accenture functions as the aggregator of IT service delivery (including vendors assuming asset and personnel control), and maintains responsibility for the management, and reporting, of performance and mediation.

Cautions

• Accentureisselectiveintheopportunitiesitpursues,focusingon where it can deliver maximum value to customers. Accenture rarely pursues traditional COPS deals involving asset transfer, or COPS opportunities that are solely related to cost reduction.

• Accentureoffersdifferenttypesofcontractstoaddressspecificcustomer needs, including fixed-price contracts, time-and-material contracts and gain sharing/incentive-based contracts. However, some customer feedback reveals that Accenture engages in contracts that are sometimes inflexible. Some users state that Accenture is a challenging partner to manage in business transactions.

• Accenture’sconsulting,managedservicesandprogrammanagement of COPS deals are expensive compared to typical competitors.

• Accentureleveragesthirdpartiesfortheongoingmaintenanceand support of communications solutions. With Accenture’s focus on transparency, its clients often contract with third parties directly. Companies looking to Accenture in COPS

8deals should scrutinize its IT support services supply chain and partnerships. While Gartner finds the present partnerships satisfactory, IT service delivery partnerships are fluid and changing.

AT&TAT&Tisastrongcompetitorinthecommunicationsoutsourcingmarket in North America. It takes a network service-centric view of the market and is unlikely to pursue COPS deals if the customer isnotstandardizedonAT&T(morethan50%ofnetworkservicecontracts). For companies where the management and support of on-premises communications systems is secondary to network management,AT&Tisconsistentlyoneofthetopcompaniesplaced under consideration in the proposal process.

Strengths

• Overall,customersatisfactionratingscitethatAT&Tmeets,butdoes not exceed, basic expectations.

• Ithaspromisinginvestmentsandofferingsinverticallyfocusedmobile telemetry and mobile application management solutions.

• AT&Tmaintainsthecapabilitiesandscaletofulfill,astheoutsourcing prime contractor, COPS opportunities across North America.

• AT&Thasbeenaverystrongmarketforceandaggregatorfor independent TEM vendors in North America in bringing solutionstotheircustomers.WhileAT&Tdoesnotprovidethese process management services directly, it does maintain the partnerships to ensure service delivery.

• Basedonitscurrentcustomerbase,partnershipsandinternalresources,AT&Tmaintainsthecapabilitiesandscaletofulfill,asthe outsourcing prime contractor, COPS opportunities for North American-centric opportunities. Given its financial strength, and considering its direct and partner-enabled IT service delivery capabilities,GartnerbelievesthatAT&Tshouldbeconsideredfor COPS opportunities independently of the size of a customer opportunity.

Cautions

• AT&TwillonlyinengageinoutsourcingopportunitieswhenthereisasignificantAT&Tnetworkservicecomponent.AT&Twillnotengageinstand-aloneCOPSopportunitiesfor companies looking to source only the management and operation of communications systems and infrastructure.

• Customersciteinflexible,inconsistentanduncoordinatedsalesandmarketingefforts.AT&Tdoesnotmakeiteasytodobusiness.

• AswithmanyCSPs,GartnerseesweaknessesinAT&T’sorganizational structure, with IT service responsibilities scattered throughout different business units

• AT&Tisincreasinglyrelyingonthird-partypartnersforthedelivery of most IT services. This partnering strategy introduces risk,asAT&T’sprojectandprogrammanagementcapabilitiesare not considered as strong as those of traditional SIs and outsourcers.CompaniesconsideringAT&Tshouldrequiretransparency from the company to identify the partners leveraged for service delivery.

AvayaAvaya’s Global Services division has made significant investments and improvements in its service organization and service delivery platform during the past 12 months. The more noteworthy investments include a refreshed and improved professional services organization focusing on the development and integration of UC andcommunications-enabledbusinessprocess(CEBP)solutions.Avaya has also addressed a significant issue related to the ability of thirdpartiestoautomatethemanagementoflegacyequipmentandsystems based on proprietary protocols. This investment will prove to be a boon for the market, as it vastly improves the manageability of legacy products based on proprietary protocols. Avaya presently manages nearly 2 million voice ports, over 3 million voice mail boxes and over 85,000 contact center seats worldwide.

Strengths

• Basedonend-userfeedback,Avaya’sconsultingandprofessional services have performed well. Continued investments in executives and consultants have helped to boost satisfaction.

• Avayaisthemarketleaderamongmanufacturersintermsofthe number of telephony users, voice mail boxes and contact centerseatsundermanagement.RecentR&Dinvestmentsinits managed services remote management platform, as well as throughtheacquisitionofNortel’sservicemanagementassets,have contributed positively to the manageability of legacy Avaya hardware and software.

• Basedonend-userfeedback,Avayahasgoodcustomersatisfaction scores regarding its maintenance and support services.

• Basedonitscurrentcustomerbase,Avayamaintainsthecapabilities and scale to fulfill managed service contracts for North American-centric customer opportunities. Gartner believes that Avaya should be considered for COPS opportunities to manage and support deals where Avaya and legacy Nortel products represent at least 50% of the installed base.

9Cautions

• Historically,theITserviceoperationsofcompaniesownedwholly,orinpart,byprivateequityfirmsarenotcompetitiveintermsofR&DfornewITservicecreation,theexpansionofcapabilitiesandITservicedeliveryquality.WhileR&Dandexecutive onboarding by Avaya have been cited favorably in this Magic Quadrant, the ownership structure remains a concern for Gartner with regard to the future investment, and capabilities, of Avaya’s IT services business.

• Whileprovidingsomelevelofmultivendorsupportandmaintenance, Avaya is not considered a viable managed service provider, or outsourcer, when a user’s non-Avaya installed base exceeds 50%.

Bell CanadaBellCanadaisthelargestCSPinCanada,withCDN$17.7billion,and operates three lines of business: Wireline, Wireless, and Aliant. Services consist of local/access, long-distance, data (including Internetaccess),digitalTV,wirelessvoice/data,equipmentandother (IT services) revenue. IT services include system integration, software engineering, business consulting and infrastructure services, as well as managed and hosted solutions.

Strengths

• ThecompanyhasastrongpresenceintheCanadianmarket,maintaining a 70% penetration rate in enterprises.

• BellCanadaisconsideredaleadingintegratorandmanagedservice provider for integrating UC and contact center solutions. BellCanada’sexperiencealsocrossesintotheU.S.

• Thecompanysupportsandmanagesmorethan160,000intelligentdatanetworkelements,3,000PBXsand100,000voice mail boxes.

• Customersatisfactionscoreswereaverage,basedonreferencechecksandGartnerinquiryconversations.

• BellCanadaisslowlygettingintoprocessmanagementvalue-added services related to its fixed and mobile services business.

Cautions

• BellCanadaisfocusedprimarilyontheCanadianmarket.

• BellCanada’smanagedserviceplatformisaverageintermsofautomated remediation and data presentment capabilities.

Black Box Network ServicesBlackBoxNetworkServiceshasbuiltitsITservicescapabilitiesthroughorganicgrowthandacquisition.Currentlythecompanyoperatesthreelinesofbusiness:DataServices,VoiceServicesandHotlineServices.BlackBox’srevenueforfiscalyear2008was$1billion,concentratedmostlyinNorthAmerica.Since2005,BlackBoxhasacquired19communicationscompaniesintheU.S.andCanada.

Strengths

• BlackBoxhasprovedthatitcanacquireITservicesorganizations and successfully integrate them into its business. This is a critical capability, as the market is challenged in terms ofresources,andgrowthbyacquisitionisexpectedbymanyofthe providers in this Magic Quadrant. The successful integration ofacquisitionsremainsachallengeforalmostallprovidersinthis market segment.

• BlackBoxmaintainssevennetworkoperationscentersforthedelivery of remote management services. The company also fields its own staff of 2,500 certified engineers for on-site work. Vertical integration of resources is proving to be an increasingly important hedge against the risk of leveraging partners to sub-contract the delivery elements of contracts.

• BlackBoxmaintainsthebroadesttechnologypartnershipsin this Magic Quadrant: Cisco Gold, Nortel Elite Advantage, MicrosoftGold,NECTriple-DiamondandAvayaPlatinum.BlackBoxisalsothelargestauthorizedSiemensSolutionPartnerinthe U.S.

• ThepurchaseofNextiraOneFederalandMutualTelecomServices(MTS)givesBlackBoxgoodvisibilityandexpertiseinthe federal government sector.

Cautions

• Forcompanieswithmorethan50,000employeesthatarelookingtoBlackBoxtoactastheprimeinCOPSopportunitiesthat include fully sourced management and the operation of corporate communications systems and network service contracts, Gartner urges them to review customer references closely.COPSengagementsofthissizearenottypicalforBlackBox.

• BlackBoxremainsfocusedonmaintenanceandsupportcontracts. Significant work, in terms of marketing, increased investment in professional services personnel and managed serviceplatforms,isrequiredtoincreaseBlackBox’svisibility,scale and appeal to larger clients.

10BT Global ServicesThepastyearhasbeenchallengingforBTGlobalServicesin terms of its business and resource restructuring. Gartner experiencedgrowingcustomerdissatisfactionwithBT’sITservicedelivery, program management and contract structure in 2009. Lookingahead,Gartnerexpectsimprovementsindealqualityand,therefore,ITservicedeliveryquality,givenBT’srecentreorganization into a more focused go-to-market business unit (namelywithitsnewlyalignedMNCgroup).Basedonend-usersurveysandconversations,BTisviewedasagoodchoiceforthesupport and ongoing management of multi-carrier, WAN-centric andremoteaccesssolutions.BTisanadequatechoiceforthesupport and ongoing management of multi-vendor communications systems.InNorthAmerica,BTcannotcompetesolelyonnetworkconnectivity, and is learning to nuance its user messaging around becoming the communications “manager of managers.” In this role,BTwilladdvalueacrossallcommunicationsmanufacturers’platforms and across multiple carriers’ network services.

Strengths

• BTmaintainsatalented,communications-centricconsultingandprofessional services organization with a broad skills base that spans data networking, security and contact centers.

• TheBTreorganizationthatisfocusedonCOPSdealpursuits–the MNC business unit – is a positive signal to the market that BTwillsolicitandcaptureopportunitiesbasedonthemutualsuccessofBTanditscustomers,toensureITservicedeliveryquality.

• BTremainsasignificant“changeagent”intermsofinnovationbroughttomarketthroughacquisitionsandpartner-basedco-investments (such as conferencing, telepresence and UC). BTisagoodfitforcustomerslookingforavendortoplaythechange agent to effect innovative solutions.

• Basedonitscurrentcustomerbase,partnershipsandinternalresources,BTmaintainsthecapabilitiesandscaletofulfill,asthe outsourcing prime, COPS opportunities for Europe-based companies with communications assets in North America. GivenBT’sfinancialstrength,andconsideringitsdirectandpartner-enabled IT services delivery capabilities, Gartner believes that it should be considered for COPS opportunities independently of size in North America.

Cautions

• BTisnotseenasacompetitiveproviderforcommunicationsoutsourcing for North American-based companies, with more than 60% of its communications assets located in North America.

• BTisnotseenasastrongproviderofprocessandexpensemanagement related to telecom expenses in North America.

CDWCDWisan$8.1billionprivatelyheldvalue-addeddistributorheadquarteredinVernonHills,Illinois.CDWhasbeenmakingefforts to build managed and professional services capabilities beyond offering maintenance resale services. One major catalyst formanagedservicesincludedthe2006acquisitionofBerbeeInformation Networks Corporation.

Strengths

• Thecompanymaintainsleadingorderingprocesses,inventorymanagement and staging and configuration capabilities. These capabilities have a direct impact on positive customer perceptions for “ease of business.”

• IthasstrongrelationshipsinrapidlygrowingCOPSopportunities in the public sector, education and healthcare.

• CDWmaintainsthecapabilitiesandscaletofulfill,asamanaged service provider, COPS opportunities for small and midsize businesses with fewer than 5,000 users with communications assets distributed across the U.S. andCanada.GartnerbelievesthatCDWcanfulfilCOPSopportunities with companies of up to 10,000 users; however, CDW’sexperiencewithcompaniesofthissizeisverymodest.

Cautions

• TheacquisitionofBerbeeprovidedresourcesfocusedontheOhioValleyandMidwesternportionoftheU.S.WhileCDW’sdata center and remote management capabilities do give it some level of national scale, it does not provide broad portfolio capabilities,intermsofon-sitepresence,acrosstheU.S.CDWwill need to make more investments in personnel for local presence and fulfillment across the U.S.

• CDWCanada,basedinToronto,servespublicsectorandcommercial clients across Canada, but the company’s professional services presence in Canada is very small.

CiscoCisco provides an increasing amount of maintenance and professional services directly to end customers; however, most of Cisco’s IT services revenue is generated by working in concert with its channel partners. Cisco’s enumerated strategy is to enable its partners by investing in its own service delivery. The enablement of partners, through Cisco’s service delivery, is achieved via a private label relationship, pass-through or even as a subcontractor. Cisco is considered, by the market, as the premium IT service provider tosupportCiscohardwareandsoftware.BasedonCisco’sportfolio of services, the company should not be considered as a broad, multi-vendor, multi-carrier communications outsourcer. It is a strong provider of support and ongoing management of Cisco communications systems.

11Strengths

• CustomersatisfactionforCisco’sprofessionalandconsultingservices, branded as Advanced Services, is considered industry-leading among manufacturers. Cisco’s attach rate is significantly higher with North American-based companies. There is a clear correlation between increased customer satisfaction and clients that engage Cisco for higher-level advisory and operational services, in contrast to customers with basic support contracts.

• CustomersatisfactionforCisco’stechnicalsupportisconsidered industry-leading among manufacturers.

• Ciscoisincreasinglyseenasprovidingdirectservicedeliveryto its largest, most strategic customers. Gartner views this as appropriate and promising and not in conflict with its otherwise strong channel commitment.

• Basedonitscurrentcustomerbase,partnershipsandinternalresources, Cisco maintains the capabilities and scale to fulfill managed services independently of customer size.

Cautions

• RemoteinfrastructuremanagementservicesprovidedbyCisco(via its Cisco Remote Operations Services [CROS] business) are focused on Cisco’s emerging and advanced technologies. Customer satisfaction levels for CROS have improved as a result of the increased focus and emphasis on customer relationships and metrics; however, satisfaction does lag behind the general market.

• Cisco’sAdvancedServicesarepricedatapremiumcomparedwith other manufacturer’s services. Additionally, its Advanced Services do not provide sufficient risk mitigation related to off-the-shelf statements of work (SOWs). Cisco does offer comprehensive SLAs to its enterprise and service provider customers, yet with limited transparency to the broader market. Customers are encouraged to push Cisco, and its partners, to commit to structured SOWs and SLAs to secure their business.

• Cisco’sdirecttechnicalsupportispricedatapremiumcompared to similar, but distinct, non-Cisco-branded services. Cisco, like its competitors, does offer escalation, resolution and hardware replacement SLAs.

• CompanieslookingfortraditionaloutsourcingdealswithCiscoshould relegate agreements to direct maintenance and support, consulting and minimal management services. Very large enterprise managed services contracts, which include program management of multiple vendors, should not be awarded to Cisco directly at this time.

CSCGartner views CSC as having the resources to support and manage COPS opportunities for large MNCs, as well as state, local and federal government organizations that include the life cycle of IT services. CSC is viewed as a good choice for the support and ongoing management of communications and network-centric solutions. It is also viewed as strongest for the support and ongoing program management of multi-vendor communications systems.

Strengths

• CSCisaninfluentialCOPSvendorinthegovernmentsectorforboth federal and state and local government deals.

• Stronggrowthinthebaseoftelepresenceandvideoconferencing rooms under management.

• CSCmaintainsthecapabilitiesandscaletofulfill,astheoutsourcing prime, COPS opportunities for North American companies. Gartner believes that CSC should be considered for COPS opportunities independent of size.

• Multi-vendorcommunicationsmanagementisastrengthforCSC, as the company is one of the largest supporters of Nortel environments, and also supports a significant Cisco base.

• CSC’srecentlyannouncedcloud-basedcommunicationservices enable users to create hybrid premises-cloud solutions.

Cautions

• Customersroutinelycomplainaboutthe“siloed”natureofCSCand the company’s inability to deliver change management and innovation.

• Formalcustomerreferences,anddiscussionswithCSC’scustomersinGartnerinquiries,pointtoinconsistentITservicedelivery.

HPThe creation of the HP Enterprise Services business unit includes theintegrationofEDS’scommunicationsITservicecapabilities.InpastMagicQuadrants,EDSwasconsistentlyplacedintheLeadersquadrant;HPwasnot.AlthoughittookHPayeartopubliclyannounce its strategy related to business communications, causing concern for existing and prospective COPS customers, it seems thatmuchofitscurrentstrategyisdrivenbylegacyEDSexecutivesand personnel. HP re-emerged as a competitive force in large COPSdealsin2009.Itisnotviewedasanadequatechoiceforthe support and ongoing management of WAN-centric and remote access solutions. It is best able to provide very good support and ongoing management for multi-vendor communications systems.

12Strengths

• HPisconsideredtobealeadingproviderofcommunications-centric hardware maintenance and software support, based on its logistics footprint.

• Thecompanyhasdramaticallyimproveditsabilitytoprovideexpense management solutions, and its customer satisfaction.

• AstrongMicrosoftrelationship(including5.4milliondesktopsand 16 million Exchange seats under management) offers the market a promising migration path to UC.

• HP,basedonlegacyHPandEDSinvestments,isanindustrypioneer for IT services related to mobile devices, and is aggressively bidding in and reconditioning the market regarding the value of mobile life cycle management.

• Basedonitscurrentcustomerbase,partnershipsandinternalresources, HP maintains the capabilities and scale to fulfill, as the outsourcing prime, COPS opportunities for MNCs with communications assets distributed across North America. Gartner believes that HP is one of the few vendors that can fulfill all COPS opportunities independently of size.

Cautions

• IntermsofCOPSdeals,HPispricedhigherthanmanyofitscompetitors, without any corresponding premium in SLAs or servicequality.

• HP’sstand-aloneconsultingcapabilitiesforcommunicationsolutions are rated poorly in formal and ad hoc user conversations.

• Customercomplaints,forlegacyEDSandHPservices,pointto some cases in which the company is unable to meet SLAs related to remote services delivery, or to provide operational improvements and innovation outlined in communications-centric outsourcing agreements.

• Gartnerisconcernedaboutthefutureofsupportdeliveryand support pricing on Cisco products in HP outsourcing agreements, based on a recent announcement by Cisco to dissolve a long-standing reseller partnership with HP. The most noteworthy concern pertains to ongoing services for software-centric products and applications where Level 3 and Level 4 productsupportarerequirementsforreducingoperationalrisks.Gartner is assured by Cisco and HP that support agreements will be honored through the original contract term. How well the two companies will work together on contract renewals and new outsourcing pursuits is not clear. Current and potential customers of HP, with a significant Cisco installed base, are urged to speak to each vendor to understand the future of support and how the dissolution of the partnership will affect their IT operations.

IBM Global Technology ServicesIBMGlobalTechnologyServicesleadsthemarketintermsofR&Dinvestmentdollarsrelatedtoleadingcommunicationssolutions,including:UC,FMC,CEBP,TEMandmobiledevicemanagement.WhileIBMprovidesafullrangeofprofessionalservices related to communications systems, contact centers and network infrastructure, the company relies heavily on third-party service providers (namely CSPs) for WAN and remote access management. While parts of the supply chain used to fulfill COPS dealsmaynotmeetGartner’sbestofbreedcriteria,IBMdoesprovide strong program management in support of larger COPS opportunities.Basedoncustomerfeedback,IBMisnotfocusingonthe support and ongoing management of stand-alone WAN-centric andremoteaccesssolutions.IBMisbestabletoprovideleadingadvisory services, support and ongoing management for multi-vendor communication systems.

Strengths

• IBMismakingmarket-leadinginvestmentsinR&Dforcommunication solutions, both premises-based and UC-centric cloud services.

• IBMisconsideredoneoftheleadingprovidersofexpensemanagement services for MNCs. It is also considered one of the top two integrators of TEM applications for MNCs.

• Stand-aloneconsultingandprofessionalservicesrelatedto organizational improvement, networking strategies, core networking and communications architectures are considered IBM’sstrength.

• Basedonitslogisticsfootprint,IBMisconsideredtobea leading provider of communications-centric hardware maintenance and software support.

• Basedonitscurrentcustomerbase,partnershipsandinternalresources,IBMmaintainsthecapabilitiesandscaletofulfill,as the outsourcing prime, COPS opportunities for MNCs with communications assets distributed across North America. GartnerbelievesthatIBMisoneofthefewvendorsthatcanfulfill all COPS opportunities independently of size.

Cautions

• IntermsofCOPSdeals,IBMisoftenpricedhigherthanitscompetitors. Therefore, customers should negotiate appropriate SLAs,orservicequalitymetrics,toreflectpricing.BecauseofIBM’sstrengthasanIToutsourcer,anditsfinancialstrength,choosing it is often viewed as a form of risk mitigation.

• IBMdoesnotgenerallybidonnetwork-onlyoutsourcingdealsanddeferstopartnerssuchasAT&T.Thesetypesof deal are not believed to be core to its market strategy. COPS deals that include network services management, in addition to the ongoing management and support of premises-based communications systems, or purpose-built hosted communicationssolutions,appealtoIBM’sstrengths.

13Insight NetworkingInsight Enterprises is a $4.8 billion value-added distributor headquarteredinTempe,Arizona.In2008,InsightacquiredPhoenix-based Calence, LLC, a company that was positioned on Gartner’s 2008 COPS Magic Quadrant as a Challenger. Insight has four technology practice groups: Networking and Communications, High Performance Systems and Storage, Enterprise Software and IT Lifecycle Services.

Strengths

• PartnershipswithMicrosoft,IBMandHPprovideaninstalledbase, and a pool of relevant expertise, for migration to UC solutions delivery.

• Insighthasinvestedinpersonnel,systemsandpartnershipstosignificantly increase its North American IT services capabilities from a year ago.

• Customersatisfactionformaintenanceandsupport,consultingand integration services is rated very positively. Ongoing IT management and project management are not rated as favorably; however, customer satisfaction rarely goes below “satisfied.”

• Insightmaintainsthecapabilitiesandscaletofulfill,astheoutsourcing prime, COPS opportunities for small and midsize businesses with fewer than 10,000 users with communication assets distributed across the U.S. and Canada. Gartner believes that Insight can fulfill all COPS opportunities with companies of up to 40,000 users; however, Insight’s experience with companies of this size is very modest.

Cautions

• TheintegrationofCalenceisnotcomplete.Gartnermaintainssome level of concern about the long-term viability of the services organization in this company that is focused on sales and the distribution of technology. Namely, IT services make up a very small portion of the overall revenue contribution, and Insight has reduced investments in capabilities expansion and R&Drelatedtoitsoutsourcingandmanagedservicebusiness.

• Fortelephony-basedsolutionsInsightisveryCisco-centric,asit does not maintain formal partner relationships with alternative voice vendors.

• AlthoughInsighthasinvestedincapabilitiesforITservicedelivery across North America, its core strength remains in its home territory of the southwest U.S.

PresidioPresidio continues to grow as a provider of COPS capabilities to the small and midsize business segment of the market. Presidio also maintains a growing installed base of enterprise customers. Earlyin2010,thecompanyannouncedtheacquisitionofColemanTechnologies. Coleman was not considered a best of breed provider; however, based on past performance, Presidio is highly skilledatintegratingacquiredassetssothattheymakeapositivefuture impact on the business.

Strengths

• Presidioprovidesitscustomerswithabroadcatalogofofferings across the sourcing continuum, including the resale ofnetworkservices.Basedoncustomerfeedback,Presidio’sresale of network services and products, coupled with IT services, represents a significant increase in a customer’s “ease of business.” Additionally, investments in “organic” managed service capabilities (such as fault performance and change management) for Avaya products (including legacy Nortel) are considered extremely positive in terms of the breadth and depth of communications capabilities.

• Presidio’sserviceprocessesandmethodologiescontinuetomature year-over-year.

• Customersatisfactionscoresconsistentlyrangefromaboveaverage to very good.

• Presidiomaintainsthecapabilitiesandscaletofulfill,asthe outsourcing prime, COPS opportunities for businesses with fewer than 10,000 users with communications assets distributed across the U.S. and Canada. Gartner believes that Presidio can fulfill COPS opportunities with companies of up to 40,000 users; however, Presidio’s experience with companies of this size, beyond maintenance contracts, is modest.

Cautions

• PresidiolackssignificantbrandequityandrecognitioninNorthAmerica.

• IntermsofCOPSdeals,Presidioisoftenpricedhigherthanitscompetitors. Therefore, customers should negotiate appropriate SLAs,orservicequalitymetrics,toreflectpricing.

14QwestOf all the North American participants in the Magic Quadrant, Qwest maintains fewer service delivery resources than any other provider rated. Qwest relies heavily on third-party partnerships for service delivery and execution related to logistics and support. It has an opportunity to sell network outsourcing and managed services into its existing client base, and to act as an alternative tolargerproviderssuchasAT&TandVerizonBusiness,aswellas larger regional value-added resellers and SIs. To be more successful in the COPS market, Gartner believes that investment in high-level organic capabilities, such as consulting and advisory services, would help drive greater margins and increase the positive view of Qwest within the market.

Strengths

• IncreasedpartnershipsinCaaSandsupporthavecreatedamore diverse portfolio for Qwest customers that are comfortable with Qwest’s role as a non-value-added aggregator, and for customers too small for larger providers.

• Customersatisfactionscoresformaintenance,supportandconsulting services are average to good.

• Qwesthasgoodvisibilitytothefederalandciviliangovernmentsector in the U.S. through the General Services Administration’s Networx Universal and Enterprise contracts. Through the Networx contracts, Qwest offers stand-alone IT services, in addition to sourcing network services (connectivity).

• Qwestmaintainsthecapabilitiesandscaletofulfill,astheoutsourcing prime, COPS opportunities for North American-based customers with communication assets distributed across North America. Gartner believes that Qwest is most effective delivering services in COPS outsourcing or managed service contracts with companies of 5,000 or fewer users.

Cautions

• Gartnerremainsconcernedaboutthelong-termviabilityoftheIT services organization within Qwest. In terms of investment in the growth of advisory and delivery personnel, Qwest rates low in the Magic Quadrant. As an example, customers often cite Qwest’s below-satisfactory change management processes and execution as indicators of the poor program management of delivery partnerships in providing seamless capabilities to its customers.

• IntermsofITservicesR&D,Qwestlackstheresourcesto commit to higher-value services and, instead, relies on partnerships.Qwest’suseofIBMExpressRemoteManagedInfrastructure Services in favor of developing and deploying its own remote management capabilities is an example of a partnership that cedes capabilities to external providers at the expense of its own strategic capabilities. Qwest’s lack of vertical integration, and its reliance on third-party partnerships, extends to basic logistics and support capabilities.

Siemens Enterprise CommunicationsSiemens Enterprise Communications has built service capabilities, including integration, support and managed services, for a wide range of technologies, and platforms, including Alcatel-Lucent, Avaya, Cisco, Genesys, Nortel and Panasonic. The scope of management responsibilities includes over 3 million voice and data ports under management globally. Siemens Enterprise Communications is not viewed as a cost-effective choice for the management of WAN solutions; however, it does provide very good support and management for remote access solutions. Siemens Enterprise Communications is a good provider of support and ongoing management for multi-vendor communications systems.

Strengths

• 30%ofSiemensEnterpriseCommunications’managedservicebaseisonthird-partyequipment,andthecompanyisabletomaintainmulti-vendorequipmentunderasingleSLA.

• SiemensEnterpriseCommunicationshasstrongconsultingcapabilities that enable it to integrate multi-vendor platforms and communications into business applications.

• Itmaintainsthecapabilitiesandscaletofulfillmanagedservicecontracts for North American-based companies. Siemens Enterprise Communications is able to provide a range of managed services (not traditional outsourcing) – for voice, data and security – independent of manufacturer origin.

Cautions

• Historically,theITservicesoperationsofcompaniesownedwholly,orinpart,byprivateequityfirmsarenotcompetitiveintermsofR&DfornewITservicecreationandtheexpansionof capabilities. This remains a concern for Gartner with regard to the future growth, and capabilities, of Siemens’ IT services business.

• CompanieswithlargeCOPSdealswithnosignificantSiemensEnterprise Communications products should closely examine the Siemens Enterprise Communications’ IT services supply chain and partnerships for delivery. Although Gartner finds the present partnerships satisfactory, IT service delivery partnerships are fluid and changing.

15Verizon Business Overall,VerizonBusinesswasahighlycompetitiveforceinthemarket for large COPS deals in 2009. In terms of momentum, it appears to participate in just about every significant deal Gartner encounters.Basedoncustomerfeedback,Verizonisviewedasa good choice for the support and ongoing management of WAN andremoteaccesssolutions.Verizonprovidesadequate,butimproving, support and ongoing management for multi-vendor communications systems.

Strengths

• Verizoncontinuestoinvestin,andinnovate,thefunctionalityofits managed service portals and management platforms.

• In2009,Verizonbroughttomarketaleadingmobilelifecyclemanagement service based on TEM and over-the-air device management capabilities.

• Verizonmaintainsthecapabilitiesandscaletofulfill,asthe outsourcing prime, COPS opportunities for MNCs with significant assets in North America. Gartner believes that Verizon is best able to fulfill COPS opportunities for companies with 50,000 or fewer employees.

Cautions

• AswithmanyCSPs,GartnerseesweaknessinVerizon’sorganizational structure, with IT services responsibilities scattered throughout different business units. Organizational realignment, and perhaps a reporting structure to the chief executive, would give Verizon’s outsourcing strategy and approach more visibility in the company. Overall, this concern is netted out in terms of the service organization’s long-term viability.

• AlthoughVerizonhasinvestedinimprovingitslogisticsandsupply chain capabilities, the partnerships are new and difficulties related to sourcing and change management remain as a significant “pain point” for its customers.

Vendors Added or DroppedWe review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets change. As a result of these adjustments, the mix of vendors in any Magic Quadrant or MarketScope may change over time. A vendor appearing in a Magic Quadrant or MarketScope one year and not the next does not necessarily indicate that we have changed our opinion of that vendor. This may be a reflection of a change in the market and, therefore, changed evaluation criteria, or a change of focus by a vendor.

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Evaluation Criteria DefinitionsAbility to ExecuteProduct/Service: Core goods and services offered by the vendor that compete in/serve the defined market. This includes current product/servicecapabilities,quality,featuresets,skills,etc.,whetherofferednativelyorthroughOEMagreements/partnershipsasdefinedin the market definition and detailed in the subcriteria.

Overall Viability (Business Unit, Financial, Strategy, Organization): Viability includes an assessment of the overall organization’s financial health, the financial and practical success of the business unit, and the likelihood of the individual business unit to continue investing in the product, to continue offering the product and to advance the state of the art within the organization’s portfolio of products.

Sales Execution/Pricing: The vendor’s capabilities in all pre-sales activities and the structure that supports them. This includes deal management, pricing and negotiation, pre-sales support and the overall effectiveness of the sales channel.

Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor’s history of responsiveness.

Marketing Execution:Theclarity,quality,creativityandefficacyofprogramsdesignedtodelivertheorganization’smessageinordertoinfluence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This “mind share” can be driven by a combination of publicity, promotional, thought leadership, word-of-mouth and sales activities.

Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer supportprograms(andthequalitythereof),availabilityofusergroups,service-levelagreements,etc.

Operations:Theabilityoftheorganizationtomeetitsgoalsandcommitments.Factorsincludethequalityoftheorganizationalstructureincluding skills, experiences, programs, systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.

Completeness of VisionMarket Understanding: Ability of the vendor to understand buyers’ wants and needs and to translate those into products and services. Vendors that show the highest degree of vision listen and understand buyers’ wants and needs, and can shape or enhance those with their added vision.

Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and externalized through the website, advertising, customer programs and positioning statements.

Sales Strategy: The strategy for selling product that uses the appropriate network of direct and indirect sales, marketing, service and communication affiliates that extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.

Offering (Product) Strategy: The vendor’s approach to product development and delivery that emphasizes differentiation, functionality, methodologyandfeaturesetastheymaptocurrentandfuturerequirements.

Business Model: The soundness and logic of the vendor’s underlying business proposition.

Vertical/Industry Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including verticals.

Innovation:Direct,related,complementaryandsynergisticlayoutsofresources,expertiseorcapitalforinvestment,consolidation,defensive or pre-emptive purposes.

Geographic Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the “home” or native geography, either directly or through partners, channels and subsidiaries as appropriate for that geography and market.