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Tony Mazzullo President and CEO Veramark Technologies, Inc Telecom Expense Management
Telecom Expense Management (TEM) • Business issues driving TEM • A TEM Maturity Model • Using the TEM Maturity Model “TEM savings are always greater than TEM outlays (a ratio of 2:1 is usually achievable), with full payback in the first year.” Gartner Cost Cutting in Enterprise Telephony, June 2008
Business Issues Driving TEM Economists see longest U.S. recession since World War Two - Reuters Saturday, January 10, 2009 Official recession news hammers Dow - USA Today, January 1, 2009 Job losses hit 2.6 million as layoff pain deepens - Yahoo News, January 9, 2009
TEM Maturity Scale • Level 1 – ad-hoc, unmanaged • Level 2 – managed • Level 3 – defined • Level 4 – quantitatively managed • Level 5 – optimizing
Potential Impact of a Maturity Model Approach Baseline TCO 100% Range of savings potential 50% ~~ Level 1 Level 2 Level 3 Level 4 Level 5
An Approach: Move Up the Maturity Scale • Assess and determine current maturity • Establish baseline • Set reasonable objectives to achieve the next level – move one level of maturity per project • Assemble the team and draft a plan • Executive sponsor, Telecom, IT, finance • Execute • Process and enabling technologies • Measure, assess, and reflect
Determine Current Maturity Level • Manual invoice processing • Inventory not managed • Lack of policies and standards • Multiple applications and databases • Lack of internal expertise • Lack of visibility and control Level 1 TEM Maturity – Ad hoc
The Approach Objective: Reach Level 2 Maturity Assemble Team Establish accurate baseline Asset inventory validation Telecom programs, contracts, billing audit Six (6) month billing averages and medians Execute Optimize environment Network optimization Policy development Establish proactive TEM process Deploy enabling TEM software platform Train staff and deploy new processes Proactive asset, billing and program
Landline Network • Credits for invoice errors • Loose traffic • Thrifty bills • Third-party bills (slamming & cramming) • Contract review, negotiation and enforcement • Carrier access code (CAC) fees • Reporting charges • Adherence to negotiated rates • Program selection • Customer’s rights to modify terms
Wireless Device Network • Devices disconnected • Inactive/not assigned • Non-employees • Ex-employees • Continuous plan optimizations • Consolidate vendors and plans • Eliminate unnecessary services • Implement and enforce corporate policies • Evaluate and adjust every 3 months • Inventory reduction and management • Control device procurement and retirement
Process & Technology • Defined policies • Enabling technology • Invoice processing • Asset management • Help desk for MACD • Dispute management process
Measure and Reflect • Hard dollar benefits: • $5.7 million in verified savings and credits (~5%) • Elimination of used services • Cost recovery • Contract and policy enforcement • Soft benefits: • Significant productivity improvements • Reduced cycle time – reduction in late fees • Greater visibility into spend enabled better business decisions, more informed planning process • Security, compliance monitoring Level 2 + some Level 3 metrics
iTEM Level 5 MaturityBeyond TEM TEM
Questions? Thank you! Tony Mazzullo, CEO and President Veramark Technologies, Inc. eMail: email@example.com Phone: 585.381.6000 Website: www.veramark.com