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The Business Case and ROI Analysis for IP Telephony at Cisco Systems,Cisco Account Team Date,Table of Contents,Ciscos Internal IP Telephony Deployment Strategy Background to the ROI Analysis Results of the ROI Analysis Appendix I: Detail Behind the Results Appendix II: Sensitivity Analysis,Ciscos Internal IP Telephony Deployment Strategy,Cisco AVVID and Cisco IP Telephony:,Supply Chain,E-Learning,Key Components of Ciscos E-Business Strategy: Optimising Ciscos Workforce Caring for Ciscos Customers,Customer Care,Workforce Optimisation,Cisco IP Telephony: Key Ingredient to Employee Mobility in an Optimised Workforce,HR Scalability,9496,Productivity,9700,Extended Enterprise,01,Cisco Annual Productivity Gains,Cisco IP Telephony: Key Ingredient of “The Contact Enterprise”,Agent/Employee,Management,Senior Executive,Center,Virtual Center,Branch,Home,Vehicle,Level,Location,Example: Ciscos CEO, John Chambers is proactively notified of high priority technical support cases that have not met their required service levels and follows up directly with the relevant individuals involved,Business Drivers for Ciscos Internal Adoption of IPT,Showcase Ciscos Technology,Hard Cost Reduction,Increase Employee Productivity,Cultural Enhancement,The Role of Cisco IP Telephony,User constrained by: Geographic location Different devices on different networks Lack of contact transparency,User chooses preferred device, on demand User defines business rules concerning contactability Wired and wireless connectivity User benefits from integrated productivity applications: Messaging applications Inbound/outbound routing applications Web-access applications CTI applications Audio & video conferencing applications,Ciscos IP Telephony Deployment Strategy,2000,2001,2002,2003,2004,Business Benefit of Cisco IP Telephony (Relative Scale),2005,Year,Office 1,Office 2,Office 3,Office 96,. . . . .,App 1,App 2,App 3,App x,. . .,Cost of Cisco IP Telephony (Relative Scale),Background to the ROI Analysis,Real Benefits of Cisco IP Telephony,Business Case Framework for the Benefits Applicable to Cisco Systems,BUSINESS CASE,ROI ANALYSIS,COSTS,Common Costs,Cultural Enhancement Customer Satisfaction Employee Retention Geographic Flexibility Competitive Positioning Faster Application Deployment Voice Business Continuity Difficult-to-Quantify Productivity via Converged Applications,BENEFIT BUCKETS,The Business Case for IP Telephony at Cisco,Scope: All Cisco offices in Ciscos Europe, Middle East & Africa (EMEA) region (total of 96 offices) Five year time horizon: FY2000 - FY2005 (= August 99 to August 2004) All Voice communications on IP Platform IP Handsets and Extension Portability Cisco Softphone on laptops (Wired or Wireless LAN connectivity) IP Blue Softphone on Compaq IPAQ PDAs (Wireless LAN connectivity) Suitable Productivity Applications: Cisco Unity Unified Messaging Cisco Personal Assistant Web Access Applications (via Web Browser on Screen of IP phone) Computer Telephony Integration Applications (via JTAPI interface to Cisco Call Manager) Audio Conferencing,Guiding Principles,Analysis must be “Boardroom Survivable” Objective Analysis will be scrutinised by objective third-parties (e.g. Gartner Group) Transparent All assumptions and calculations supportable to the most granular level of detail Conservative Similar to manner in which third-party consultant would perform analysis Standard: Use Generally Accepted ROI Principles & Practices Use Cash Flow analysis, not Profit/Loss analysis Simple Use Plain English Terminology,ROI Approach & Methodology,Individual Cisco offices form the fundamental building blocks of the ROI analysis All offices categorised as Large, Medium or Small Perform detailed analysis on one of each of the three office types Tie all benefits to a “per employee” benefit Total EMEA-wide ROI figures prorated based on office size and office headcount Pricing of Cisco equipment is representative of what a large enterprise customer would pay, not what Cisco Systems would pay Analysis takes into consideration the timing of each individual office going live on IPT infrastructure, as well as the time in which applications launched EMEA-wide Only 50% of any benefits dependent on integration and/or development are realised in the first year of deployment In line with the highly conservative nature of the analysis, the approach assumes Cisco offices are NOT greenfield sites: i.e. the “Do Nothing Option” is to continue using and maintaining an existing PBX,The ROI Model for Cisco Systems,Linkage of the Large/Medium/Small office ROI analyses to the EMEA-wide consolidation,Results of the ROI Analysis,Actual ROI Results for Cisco EMEA: FY2000 - FY2005,2000,2001,2002,2003,2004,Business Benefit of Cisco IP Telephony (Relative Scale),2005,IP & Web Foundation Expanded to Include Voice,Deployment of Converged E-Business Applications: Unified Messaging Personal Assistant 2 x CTI Applications 3 x XML Applications Web-Based Audio Conferencing,Year,Net Benefit (US$),2000,2001,2002,2003,2004,2005,$2.6 m =$340/emp.,$12.4m =$1625/emp.,$33m =$4320/emp.,$9.4m =$1230/emp.,$33m =$4320/emp.,Appendix I: Detail Behind the Results,Benefit Differences of the Large, Medium, Small Offices,Large Office Results: Cisco EMEA Headquarters, Bedfont Lakes/London, UK: 1147 Employees ROI = 130% Payback Month = 9 NPV = $12.3 m Medium Office Results: Cisco Eschborn/Frankfurt, Germany: 171 Employees ROI = 120% Payback Month = 10 NPV = $1.8 m Small Office Results: Cisco Sophia Antipolis, France: 35 Employees ROI = 111% Payback Month = 11 NPV = $330 k,Breaking Down the Benefits: Large Office Example,The Single Network,Cabling (+),Staff (!),(!) = Annual Recurring Benefit (+) = One-Time Benefit,Maintenance (!),Moves, Adds & Changes (MACs) (!),$500k,$120k,$60k,$450k,Notes: Cabling benefit is a one-time benefit and is only generally applicable during the year of a building move (Ciscos “Large Office” moved in 2001 and thus realised this benefit) Costs for Moves, Adds and Changes (MACs) are based on the average cost of an outsourced PBX MAC, versus that of a Cisco IPT MAC,Total Recurring $630k,Total One-Time $500k,Breaking Down the Benefits: Large Office Example,Real Estate,Workspace Sharing Efficiencies(!),Capex Savings (+),Space Management (!),$452 k,$1.6 m,$66k,(!) = Annual Recurring Benefit (+) = One-Time Benefit,Notes: Capex Savings benefits associated with real estate are only generally applicable during the year of a building move (Ciscos “Large Office” moved in 2001 and thus realised this benefit) The origin of the Workspace Sharing Efficiency benefit stems from Cisco IP Telephonys ability to allow Facilities Managers not to have to accommodate “swing space” when planning a new building, or reallocating space in an existing building,Total One-Time $452k,Total Recurring $1.67 m,Breaking Down the Benefits: Large Office Example,Reduced Call Costs,Extension Portability Home Office Outbound (!),Audio Conferencing (!),(!) = Annual Recurring Benefit (+) = One-Time Benefit,Outbound Call Management (!),Unified Messaging (!),$270 k,$195 k,$970 k,$25 k,Notes: Within this sub-section of the analysis, the benefits of Unified Messaging only represent call cost savings associated with reduced external access to corporate voice mail - they do not represent increased employee productivity. Outbound Call Management represents the major call cost savings associated with mobile employees using Cisco Personal Assistant to route outbound calls over the Cisco corporate network, taking advantage of either IP Toll Bypass OR bulk corporate-discounted PSTN rates Audio conferencing addresses replacement of a portion of existing outsourced audio conferences by the Cisco Conference Connection product The Extension Portability Home Office Outbound benefit entails the use of the Cisco hardware VPN client to allow employees working at home to accept/receive calls on their DDI desk phone number,Total Recurring $1.45 m,Breaking Down the Benefits: Large Office Example,Employee Productivity,CTI Screen Dial Application (!),XML Facilities Services Application (!),(!) = Annual Recurring Benefit (+) = One-Time Benefit,$590k,$475k,$1k,$12k,$24k,CTI Screen Pop Application (!),XML Taxi Services Application (!),XML TRC Case Application (!),Notes: The ROI project team made a judgement call that, even though the productivity of Cisco employees is undeniably increased through the use of Ciscos Unified Messaging (UM) and Personal Assistant (PA) applications, the benefits modelling process would be unacceptably vague because the associated business processes and policies are not yet defined (e.g. incurring a GSM call to have PA speak e-mail over the phone) This situation will change once the new business processes surrounding UM and PA are defined. Productivity benefits of CTI applications are substantial because they emulate those of agents at large, CTI-enabled call centres yet can be implemented at a fraction of the cost Benefits of XML applications are actually small for Cisco because almost all Cisco employees have laptops and ubiquitous access to the Web. Organisations that are not in this same situation will most likely benefit more than Cisco due to not having to provide a PC to all employees,Unified Messaging & Personal Assistant (!),$?k,Total Recurring $1.1+ m,Breaking Down the Costs: Large Office Example,IPT Common Capex Costs (+),$1.1 m,TDM Infrastructure Capex Costs (+),IPT Bucket Specific Ongoing Costs (!),IPT Common Ongoing Costs (!),IPT Bucket Specific Capex Costs (+),$0,$1.5 m,Total Capex $2.6 m,$300 k,$20 k,Total Opex $320k,Notes: In line with the highly conservative, non-greenfield approach, the ROI analysis assumes that TDM-based infrastructure (PBX, voice mail system, multiplexors, etc.) was already in place, before mig