Archive for Lipiec, 2011

Opinion: So you’ve got virtual servers – you’re on the cloud? – No

By admin, 25 lipca, 2011, No Comment

by Roelof Louw, Cloud Computing expert at T-Systems in South Africa

Cloud computing is no different and is still in a transitional phase between uncertainty and education in South Africa. A good example is the misperception that virtual servers and cloud computing are one and the same.

Unfortunately, a lot of providers – whether services or hardware – offer products that are really just virtualisation solutions. These products are beautifully repackaged and offered as the next ‘must-have’ in cloud enablement.

This said, virtualisation is a great technology and offers well-known benefits. It plays an important part in cloud computing and is a critical technology enabler that works cohesively within the entire infrastructure and service offering that brings the cloud the organisations.

Virtualise this – why it is not the cloud

Virtualisation is a well-known technology that allows users to seamlessly add additional resource in a virtualised environment. In layman’s terms virtualisation is a technique that allows you to run more than one logical server on the same hardware.

Typically one server is the host server and controls the access to the physical server’s resources. One or more virtual servers then run within containers provided by the host server. The container is transparent to the virtual server so the operating system does not need to be aware of the virtual environment.

This in turn allows servers to be consolidated which reduces hardware costs.

Less physical servers also means less power which further reduces cost.

However, the problem with virtualisation is that often spirals out of control. In some instances organisations start off with four servers and these quadruple in less than a year, purely because it is just that easy to add more servers.

Over the years there have been numerous instances of organisations losing control over the environments; mitigating all the great and proven benefits that come with virtualisation.

This then really puts you right back at square one – the very reason you embarked on a virtualisation strategy was to improve the management of your systems and servers it resides on.

And this brings us back to cloud computing. Cloud computing is a highly managed and controlled environment and service offering. And like any other technology solution within the cloud, virtualisation has to be managed and controlled.

Packaged offering

To some, cloud computing may look like virtualisation because it appears that your application is running on a virtual server detached from any reliance or connection to a single physical host. And they are similar in that fashion.

However, as mentioned cloud computing can be better described as an overall service where virtualisation is part of a physical infrastructure.

Virtualised servers forms a part of the packaged offering that is cloud computing.  It is an important technology backbone of cloud computing and an essential part of the service that ultimately became the cloud.

Virtual is not dead

This said, virtualisation as a standalone offering is still very relevant in a day and age where the optimum utilisation of resources is also paramount.

Also, particularly if you reside within an industry that is highly regulated, an entire cloud computing infrastructure might not be the way to go.

However, here you can still enjoy the spirit of the cloud by virtualising part of your infrastructure ensuring that you have a firm grip on it on a daily basis that will enable you to meet your industry’s stringent regulatory requirements.

It is important to stay in control of your virtualised environment and not allow servers to be added on a whim.

Ultimately, virtualisation and cloud computing are both ways to reduce infrastructure cost and maximise the utilisation of computing resources. It is, however, important to understand that they are not the same.

Remember this – virtualisation allows server consolidation by hosting many servers on a single piece of hardware whereas cloud computing is a service that delivers computer resources on a metered pay-as-you-go model.

It therefore brings us back to one fundamental issue; ensure that you have very clear picture of what your organisation requires and its regulatory posture. This will stand you in good stead and ensure you make the right decision on whether to use virtualisation as a standalone or part of a bigger picture that is the cloud.

MTN Business provides Europ Assistance SA with SIP Trunking solution

By admin, 25 lipca, 2011, No Comment

Providing value added assistance services across key industries including emergency and health, Europ Assistance SA have operational agencies and respondents in 208 countries, answering more than 33 million telephone calls and handling 6.5 million assistance cases around the world each year. Says Angela Gahagan, Managing Executive of MTN Business; “Considering such a critical scope of service offerings which essentially affects all South Africans, Europ Assistance SA require a voice communication network that offers 24/7 voice call uptime in a secure environment. MTN Business’s SIP Trunking solution provides Europ Assistance SA with this required connectivity through our fully managed and secure MPLS network.”

Says Leon van Aswegen, Head of ICTS at Europ Assistance SA; “Our business has a large client base who require our services to be fully operational at all times, no matter the circumstances. We simply cannot afford any voice communication downtime, or calls to be of poor quality, as the nature of our business depends on a solid voice communication infrastructure that is reliable and redundant.”

Furthermore Europ Assistance SA requires an email to SMS service, whereby its customers are able to receive crucial communication on their mobile devices at any time of the day. Continues Gahagan; “As part of our customisable solution offering, MTN Business will also supply an SMS gateway for Europ Assistance SA, which will enable the much needed immediate and reliable communication.”

This solution is being implemented at the Europ Assistance SA head office in Constantia Johannesburg, where MTN Business has already executed a microwave solution as the initial phase of this project. This is to provide Europ Assistance SA with a temporary SIP Trunking offering and maintain reliable Internet connectivity, while the primary access fibre circuit for the full service offering is being configured. Once the fibre has been implemented, the full SIP Trunking solution will be operational and the microwave solution will then act as a backup, in the unforeseen and highly unlikely event of the primary access fibre failing. This solution will enable all outgoing calls to be carried over the MTN Business secure VoIP Network, where calls will be routed to their respective designations.

Opinion: Leaving the big room: a quick look at where we came from

By admin, 25 lipca, 2011, No Comment

By Karl Reed, Sales and Marketting Director, Elingo.

Contact centre legend has it that the centres we recognise today originally stem from the Automatic Call Distributor (ACD) system developed in 1973 by US firm Rockwell, to allow Continental Airlines to run a telephone booking system. While research reveals that this story is more good marketing from Rockwell than strict historical fact, the brand certainly was one of the first to develop and utilise an ACD system. Private Automated Business Exchanges (PABXs) were, however, actually the first to handle multiple customer contacts, and that happened as far back as the mid-1960s. This, rather than the Rockwell ACD, was the development that put us on the road to the modern contact centre.

Regardless of the finer historical details, there’s no doubt the story of the contact centre is also the story of mankind’s accelerating love affair with communication technologies – an affair which has touched every aspect of our lives, including, of course, the way in which we do business.

In the business world, the most obvious impact of our rapidly evolving technological use has been the changing relationship between the consumer and the company. In the sixties, seventies and most of the eighties, this relationship was pretty much a communication one-way street. A business offered a range of products to consumers, who bought an item of their choice. Anyone wishing to communicate with the provider of the product had three options: 1) write a letter 2) locate a sales agent 3) get on the phone to head office.
As use of the telephone grew globally, brands were faced with the imperative of setting up systems to cope with an increasing volume of insistent phone calls. In fact, dealing with the insistent customer on the other end of the line was to become the dominant service and communication paradigm until the 21st century. The phone effectively became the coal face of consumer interaction, and as a result in the 1980s automated communication systems gained serious commercial traction. Dell is often cited as the pre-eminent case study of the period, one that illustrates a growing realisation across the global economy over this time that the quality of the consumer interaction could define bottom line success. The Dell CEO famously moved his desk into the back office area of his company that dealt with customer phone calls. This move was an unambiguous recognition of the centrality of the consumer interaction to business, and marked the beginning of the end of the Rolodex as an office communication tool.

In the 1990s, the customer-centric philosophy swept the business world on the back of the Dotcom boom and the communication revolution. While new technologies created powerful automation ability for companies, communication advances also allowed consumers to call companies on the move, via the cell phone. Contact centres thus became the business status quo, regardless of the nature of the business. The technology was clumsy and large, however, consisting of multiple hardware components requiring extensive integration and management within what industry specialists came to call The Big Room.

In the first decade of the 21st century, the shift from The Big Room began, with software based systems coming into their own. Contact centres were now recognised not only as cost cutting tools, but also as sources of significant advantage in a highly competitive global market.  Nonetheless, the size and complexity of existing contact centre investments housed in The Big Room saw many companies effectively running several contact centre ‘silos’ within their larger operational umbrella. Not only did the silo approach create spiralling technical and cost headaches thanks to widespread emergence of new communication mediums and channels such as email and social media, it also clouded the high level strategic view that decision makers need so badly. With each communication silo added, the reporting integration nightmare escalated, until the ability to gain a clear view of customer interactions across multiple divisions or business units was severely limited.

And so we arrive in the second decade of the new century, an era when multimedia communications channels are demanding more and more from contact centre technologies, and an era when communication system consolidation is an essential part of any business strategy.  After several decades of telephone dominance, companies now have to address a new reality, one where the traditional communication one way street, where brands try to control how and when customers interact with them, is filled with strategic pot-holes.  Simply put, companies slow to act on the multi-channel imperative are already losing ground to the early adopters. Of course, understanding the strategic need to evolve a communications system and actually getting it right are two different things entirely.

DCC introduces Targus Impax Skins

By admin, 23 lipca, 2011, No Comment

The Targus Impax Skin ranges are designed to store laptops with the dimensions of 13 inches to 16 inches and are made from quality materials. Whether you are on that all important business trip or you are using your laptop for leisure, you are guaranteed your laptop is protected with simplicity and ease no matter the occasion.

Described as ‘compatibility meets functionality,’ the exterior of the Targus Impax Skin laptop covers are made from two layers of neoprene and the interior is lined with soft corduroy.  Not only does the Impax Skin look sleek but the interior was designed to offer your notebook protection.

The Targus Impax Skin is designed with rubber corners that offer the added benefit of protecting your laptop from nicks, scratches or dents.  The rubber is also added to offer protection against the possibility of shock and wear, helping protect that vital information for important meetings or making sure those precious memories to show loved ones are protected.

The Impax Skin comes in the three colours: red, teal and black – providing you with a choice of colours to suit your mood and style. Targus, using state of the art technology have also added the benefit of weather resistance to the Impax Skin which is created by the neoprene cover and the Skin can be closed using the quick and easy reserved zipper.

“This particular range of Targus products have been designed specifically for convenience, individuality and protection,” says Heinrich Pretorius, Targus Product Specialist at DCC. “Simply choose the Targus Impax Skin that suits your personality.  It doesn’t matter if you already have a laptop case as your Impax Skin will provide double protection. The Skin’s main aim is to simply protect your asset whilst providing a personalised ‘look and feel’ for notebook users.”

Opinion: Consumerisation of IT behind retail banking innovation

By admin, 23 lipca, 2011, No Comment

By Paul Ruinaard, Country manager, Sub-Saharan Africa for F5 Networks.

F5 Networks is seeing an unprecedented uptake of its solutions among retail banks in South Africa as the financial services sector works to respond to the increasing complexity of delivering banking services to customers.

Retail banking has to adapt to the changing nature of its customers. Back in the late 1980’s, the ATM transformed the branch and gave rise to self-service banking on a level that many couldn’t have predicted.

The journey has taken the IT department from figuring out how to integrate with other banks’ ATMs into a world where web applications need to be easy to access from any device, at any time, in any place and failure will not be tolerated.

A recent survey by Bank Systems & Technology and Information Week Analytics suggests that this is only the beginning. 70% of those who expressed an interest in cloud computing said that the “ability to meet user demands quickly and achieve scale” was the top consideration.

In terms of which applications were currently being deployed in the cloud, payment applications (23%), core banking (22%) and retail banking applications (21%) are at the top of the list. Mobile banking applications came in at 19% but another 19% plan to use the cloud for mobile banking and a further 32% are evaluating the cloud for mobile banking.

From this research it’s pretty clear that financial services think their traffic will be coming from the mobile.

What we are seeing is a move to multi-channel banking or a channel agnostic approach to banking. This is great for the consumer but puts enormous pressure on the banks to manage the reliability, responsiveness and security of their applications within a distributed application network.

Basically, it’s not easy and made harder by unforgiving customers who, as FNB discovered in April , will show no mercy in their public forum discussions should a bank experience any system problems.

F5 Networks creates a dynamic infrastructure layer which support financial services companies and retail banks to speed up server response times, balance connections across redundant services, speed up the replication of data and protect applications from intrusion and data loss.

By creating a layer whose job is to intercept interpret and instruct all information being sent and received, the network is able to handle more traffic, better and protect the banks and their customers from security incidents. South African financial institutions in general and retail banks in particular are embracing this way to managing their electronic delivery to clients and shows that once again, we are ahead of the innovation curve in global banking.

Opinion: Benefit from the transfer of knowledge and experience

By admin, 23 lipca, 2011, No Comment

By Johann Botha, Director at Marval South Africa

The South African IT environment is growing and changing rapidly, especially as we recover from a recession.   This rapid growth has highlighted a need for more managers with ‘business management’ skills.  IT Managers not only require technical skills but also broader businesses skills which are becoming more of a pre-requisite.

Individuals that become managers often begin their careers as technical resources, demonstrating competence and skill, and as a result are promoted to team leaders and then onto a management role.  For newly promoted technical managers, some of their responsibilities such as creating budgets and managing performance can be daunting.

These newly appointed managers with a high level of technical ability mean that they are very likely to continue to be promoted, until they reach a point where ‘general’ management skills are required for them to progress.

A manager’s role is to use the available resources in the best possible way to achieve the organisations goals and objectives.  IT managers don’t only manage technology but need to build the requisite skills around planning work; budgeting; people and performance management; goal setting and relationship management.

Addressing the challenge

Business and management courses are often seen as a solution to this management skills gap, however, they often prove ineffective as they simply provide the theory without contextualising it to a specific IT department within an organisation. The result is a failure in one crucial aspect – the importance of learning through experience that relates back to the specific environment. This is not to say that these courses do not have value, but it is important to understand the theoretical precepts in context and use training in conjunction with and practical experience and applicability.

In order to assist managers on a more practical level, many organisations seek the services  of what is known as a ‘consultant’ in the South African market; someone that is technically competent but does necessarily understand the context in which this knowledge should be applied to the company. This approach too has proved to be ineffective in bridging the skills gap, since consultants generally engage with an organisation to execute on behalf of the managers instead of teaching them the skills required to ‘do it themselves’ by transferring skills.

As a result, a pile of documentation is generated that simply becomes ‘shelf ware’.  Managers do not internalise the information or learn anything from it. The term ‘consultant’ is not an accurate one, since a person that engages with an organisation and executes the manager’s duties rather than assisting them to execute these duties themselves is actually a contractor.

Consultants in this sense of the word will leave behind information, but not knowledge, because the information still fails to be contextualised.


The management coaching approach – bridging the skills gap

Management coaching has evolved out of the need for both theory and context and the necessity of learning through experience. A management coach will not only deliver the theory and principles required, they will assist organisations’ to make sense of the context to which the theory is applied.

This aids staff to understand what the outcome of their decisions will be – in context – and is instrumental in assisting them to work through challenges. The management coach should not simply deliver ‘paperwork’ to the organisation but rather work through organisational challenges with the manager being coached, helping managers to process information, transforming this into organisational knowledge by offering sound advice and practical assistance sparingly and only when required. The role of the coach is to ask the right questions and to guide managers into correctly assessing and addressing situations, minimising the mistakes made while still enabling them to benefit from the value of learning through experience.

It is important to remember that some people are better suited to specific roles. A consultant (coach) should be able to identify the best environment for any particular person in which they can excel and add the most value to the organisation, help them to identify the areas they should be focusing on, and develop their natural abilities in these areas.

When the consultant (coach) departs, they should have provided the managers with the knowledge they require along with guidance on how to apply their new found knowledge, taking them through a process that make them better managers. The consultant also assists managers to fast track goal achievement by preventing them from making some of the common mistakes most new managers’ makes. If a consultant does not enable the skills transfer that makes a meaningful difference to the organisation, they have not done their job properly.

Not all consultants are equal

The traditional consulting approach is to create dependence for the organisation due to the role of executing on behalf of managers. This ultimately equates to managers that require somebody else to think for them.

This is a dangerous practice as the organisation will never see improvement in their managers, since there is little ownership and limited creation of knowledge. In addition, these consultants to not address the skills gap effectively within the organisation.

Organisations need to gear their managers for success, with the end result in mind that the managers should be equipped to reach their goals, and be effective and efficient with the additional skills obtained. A vast improvement should be seen in the managers once the consultant has left.

This underpins the principle of continuous improvement.  In order for it to succeed there needs to be ownership within the organisation.

It does not make sense for a company to source the skills of a consultant as a ‘stop gap’ for skills lacking in management.  It is far better to have the consultant train and coach management within the organisation, creating a more sustainable result.

Acer to acquire US-based iGware

By admin, 23 lipca, 2011, No Comment

Acer plans to acquire US-based iGware, a leading cloud technology company, for US$320M plus another US$75M for performance-based earn-out. With the objective of mid- to long-term investment, Acer will leverage iGware’s technology to establish its own cloud infrastructure, called Acer Cloud, to serve and benefit Acer customers, and enhance brand value.

iGware, based in Silicon Valley, California, is a leading provider of cloud technology, offering cloud-based device ecosystems, virtual consoles and personal cloud. iGware’s cloud software and infrastructure tools currently enable and support more than 100 million consumer devices worldwide including Nintendo’s Wii, iDS and 3DS, and will support Wii U in the future.

J.T. Wang, Acer Chairman and CEO, said, “iGware offers expertise in cloud technology software design, with services already deployed on large scale and long-term basis. As a mid- to long-term investment objective, the valuable core technology and capabilities will help create uniqueness for the Acer brand, and support a vast number of our users based on open platform.”

Wang continues, “The goal of Acer Cloud is to allow our users enjoy and manage all their ICT devices, contents and resources with ease, by integrating all Acer products including PCs, tablets and smart handheld devices within a safe and secure environment.”

Dr. Wei Yen, Founder and Chairman of iGware said, “This merger will provide a significantly larger platform to further develop and extend our technologies to Acer’s global customers. At the same time, it will allow us to continue working closely with our existing partners and build additional strategic relationships with others.”

Acer regards the development of cloud technology as a major industry trend. In the next 10 years, Acer Cloud is expected to become a key element to create unique differentiation for Acer products.

With iGware’s cloud technology already in use, Acer is confident of a promising future development in Acer Cloud built on open platform. In the foreseeable future, Acer will begin hardware and software design integration, and expects to launch products that leverage Acer Cloud services during 2012.

After the merger, iGware’s legal entity will become Acer Cloud Technology Company, with subsidiaries in Taiwan and China to be set up.

MTN provides Enforce with synchronisation solution

By admin, 23 lipca, 2011, No Comment

MTN has implemented of a customized mobile synchronization solution for Enforce, a national security company that provides security, video surveillance and armed response.

Enforce required a handset solution that offered synchronization of email, contacts, tasks, and calendaring functionality without compromising on its corporate security. While Enforce was agreeable with an implementation based on the BlackBerry platform, the company was not willing to migrate to a different mail server which would have been more compliant with BlackBerry Enterprise Services.

“The MTN Solution Consultants played a pivotal role using innovation and their expert knowledge in IT and telecoms to conceptualize, design, implement, pilot, and deploy this customized solution for Enforce,” says Nomalanga Nkosi, Business Segments General Manager: MTN South Africa.

MTN SP worked closely with the Enforce IT manager to understand the existing environment and the way in which it planned to use the BlackBerry handsets once rolled out.

“The challenge is how to manage the handsets while they are out in the field – how do you activate secure enterprise email, how do you secure the handsets so that corporate information is not leaked, and so on. BlackBerry Enterprise Server addresses all these issues by allowing a centralized administrator to control the devices over the air from enforcing passwords to activating corporate mail remotely and wiping data from lost devices,” says Nkosi.

MTN SP worked with Research in Motion, the manufacturers of BlackBerry, on software integration and completed the implementation with minimal impact on the day-to-day operations of Enforce.

“Our Solution Consultants perform a key function within the sales cycle. They also contribute significantly to the MTN marketing and product development teams by transferring customer feedback that generates sales leads for MTN SP. More importantly, they assist in locating and partnering with the best partners for a specific implementation,” concludes Nkosi.

DVT to market Mendix 3.0 Agile Business Platform

By admin, 22 lipca, 2011, No Comment

Mendix is a leading provider of enterprise-class platform-as-a-service (PaaS). The new version of it’s Agile Business Platform software simplifies the full agile application lifecycle management process by further enabling rapid development, deployment and management of enterprise applications in the cloud.

With over 20 000 users worldwide, the Mendix Agile Business Platform is a complete solution for developing and deploying enterprise applications. Mendix customers develop their applications five to 10 times faster than traditional development.

Mendix bridges the gap between business and IT and decreases time to market by enabling users to rapidly develop, deploy and manage applications that smoothly integrate with any existing system.

With Version 3.0, Mendix’s agile solution further delivers on its speed and flexibility by simplifying the deployment and management of multiple Mendix applications. By providing a centralised, cloud-based management dashboard to monitor application performance and activity, IT departments now have complete control over their cloud application landscape, regardless of where the application is running.

“Mendix 3.0 allows your business to keep up with the pace that competitive markets demand,” says Hardy Jonck, director Mendix business unit and model-driven development at DVT. “It is business-smart and user-centric; delivering speed to market and business-IT collaboration in a powerful package. This, combined with the track record that Mendix has earned over the past six years, makes the version 3.0 release excellent news for DVT and our clients.”

The new version also includes a cloud-based Team Server for supporting teams as small as a single developer up to globally distributed teams. The Team Server will enable development teams to collaborate on the same project and provide them with several new features, including advanced version control and structured release management.

“Version 3.0 of the Mendix platform delivers increased business agility to our customers,” says Gerard van den Houten, managing director of Mendix South Africa. “Mendix is helping business units and IT departments collaborate effectively and build enterprise-class applications. We’ve simplified the application lifecycle management process, while still providing the infrastructure needed to deliver extremely complex cloud-based applications.”

This announcement follows Mendix’s launch of sprintr, the world’s first social project collaboration site dedicated to simplifying employee communications, across enterprise project teams. Fully integrated with Mendix 3.0, sprintr completes the full application lifecycle management process, with its agile project management functionality, as well as its built-in user feedback module that can be embedded in any website or Web-based application.

Opinion: Mobilising your SME for productivity and agility

By admin, 21 lipca, 2011, No Comment

By Craige Fleischer Regional Director, Southern Africa at Research In Motion (RIM)

Starting a new business is full of excitement and challenges. There are customers to win, deals to make and a burning need to make a name for the new company. Having the right mobile technology in place can facilitate all of these things by helping the fledgling small to medium enterprise (SME) to become efficient, productive and responsive.

Start-up firms will often be made up of an entrepreneur and a small team, who are often tasked with playing multiple roles; for example, marketing, finance, IT and sales. They will all be wearing multiple hats, and find there are never enough hours in the day to complete their different responsibilities

However, small businesses with highly mobile workforces have the sort of agility that enables them to work flexibly and switch roles.  It’s important for these ‘virtual offices’ to have the ability to communicate in a responsive and timely manner. They need to be connected, staying on top of lead generation and incoming queries, as well as maintaining close contact with geographically dispersed colleagues.

Creating an agile working environment

The beauty of an intelligent mobile system – such as the BlackBerry® smartphone platform – is that it will help SME staff to work more efficiently, communicate more closely, and react more quickly to business events, and customer requests. Smartphones bring the ability to manage cash flow in real time, as employees carry the mobile web around with them. As a result, the technology can help the company to watch the bottom line and remain solvent.

Smartphone users also have the ability to work from anywhere, remaining in reliable contact with their customers, suppliers and team members. Being connected and available is absolutely critical when time is of the essence. It can make the difference between the business winning or losing a new client, or fulfilling an order on time.

This is one of the key advantages of small businesses, namely their ability to respond quickly to business events. Having close communication within the team means the business can meet the needs of the customer quickly, respond to an order, answer a query, solve a problem, or ensure the product is delivered on time.

Maximising technology for business growth

BlackBerry applications, such as BBM™ (BlackBerry® Messenger), can help small business owners to stay in touch with all the people who matter to their business. This instant messaging app can facilitate staff and customer communication, collaboration and resourcing, in other words, help to ensure the right people are doing the right thing at any point in time.

With BBM, one can setup groups of recipients designated based on tasks, projects, teams to share calendars, to-do-lists and conversations, all in real-time and at no additional cost. You can also share presentations, documents, pictures and other files almost instantly for immediate feedback and discussion.

A business that is able to respond intelligently to a situation will have the upper hand competitively. Mobile computing gives employees access to relevant and timely information that will enable them to provide a high quality response. And the company that can move quickly is more likely to secure new business.

Another important strength of enterprise-class mobile technology is that it helps smaller businesses or start-ups to appear larger than they actually are. This empowers them to compete with larger competitors and win new clients by punching above their weight

We live in an increasingly online world. Business people are now using networking tools and social media on a daily basis, as a cost effective way to build their company’s name and brand quickly, and broaden their market reach.

Using tools like Twitter and Facebook on a smartphone enables small businesses to create a buzz at virtually no cost, just the investment of their time. Start-ups that are too small to have a dedicated marketing department can achieve a huge splash in the social networking space just by being able to dip into their social marketing apps throughout the day.

Start-ups and small businesses can harness smartphone platforms right now, and benefit from the sort of enterprise features that big businesses are used to, but at a much lower cost. Hosted or cloud-based solutions are also available, especially for smaller companies, which reduce the upfront technology cost.

The right solutions will make it simple to connect smartphones to the company network at no charge and without compromising security.  For a relatively small investment, smaller firms can get the benefits that larger businesses enjoy. It’s time to grow.

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