Managed Remote-Access 1H03 Leaders, Challengers

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1 Markets, J. Girard, E. Paulak Research Note 19 March 2003 Managed Remote-Access 1H03 Leaders, Challengers Owning networks no longer drives remote-access market leadership. Vendors that aggregate other providers' networks or use no networks are the leaders in the North American Managed Remote-Access 1H03 Magic Quadrant. Core Topic Enterprise Networking: Network Service Providers and Services Key Issue Which network service providers can enterprises depend on for essential network services? Vendors on the North American Managed Remote-Access 1H03 Magic Quadrant (see Figure 1) serve enterprises that want partial or full help to connect, secure and support users who are outside the traditional enterprise boundary. The scope of our evaluation is based on North American enterprises as a buying center. Evaluation criteria for establishing Magic Quadrant positions are based on comparing data about vendor customer references, Gartner inquiry activity and other data sources to define a twodimensional score for execution and vision (see "Managed Remote-Access 1H03 Magic Quadrant Criteria"). Gartner Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.

2 Figure 1 North American Managed Remote-Access 1H03 Magic Quadrant Challengers Leaders Ability to Execute AT&T WorldCom Sprint ipass Fiberlink Communications Aventail TManage Netifice Gric Communications Communications Axcelerant OpenReach Niche Players Completeness of Vision Source: Gartner Research (March 2003) Leaders As of March 2003 Visionaries In 2003, these vendors must deliver a compelling vision of the next-generation features that users expect, with execution that earns a large share of new and renewed business. Vendors with broad services, such as Fiberlink Communications and TManage, scored well. However, we also found that vendors with partial, but outstanding, vision (ipass and Aventail) can score highly by having strong partnerships. Note 1 Hybrid Service Provider A hybrid service provider is a carrierindependent vendor that creates a hybrid or mixed solution from a nonexclusive portfolio, and manages and supports the solution to achieve its clients' service-level agreements. Hybrid service providers can substitute an alternate service if any element in the portfolio, such as a data local-exchange carrier, ceases operations. Fiberlink Communications has the most-complete selection of managed services under a single storefront, minimizing the need to rely on service partners. Fiberlink epitomizes the definition of a hybrid service provider (see Note 1). Although Fiberlink's primary revenue has been from managed dial-up services, it has had good growth with branch-office frame-relay replacement and individual broadband. An alliance with Boingo Wireless and aggressive work on a new universal client are opening revenue opportunities to sell roaming wireless enhancements to current and new customers. Fiberlink's wireless offering lags ipass and Gric Communications, but we expect it to catch up in Fiberlink must focus on retention while on a growth spurt, as well as global growth. Fiberlink is a good choice for a fully managed solution for all types of remote access. If enterprises are looking for a narrower or smaller solution (for example, only roaming dial- 19 March

3 up), other vendors will be competitive on services and usually lower in price. ipass was the most-frequently referenced vendor in remote access, and grew an outstanding array of management, security, support and training services that have won business, even when ipass is not the low bidder. On-site enrollment assistance and professional, studio-grade multimedia training is included in every sale. Logos and content can be customized in the training materials. ipass was particularly effective at building larger, broader business deals via partners. ipass's list of access partners for dial-up as well as wired and wireless broadband is long, and growing worldwide. ipass took a visionary lead in signing leading virtual private network (VPN) and firewall vendors to the ipass Technology Alliance, a certification program for oneclick interoperability for billing, authentication, VPN enforcement and security checks, and the Generic Interface Specification for interoperability of Wireless Fidelity (Wi-Fi) services. ipass must clarify partner relationships to enable enterprises to buy a portfolio of managed services under the ipass brand. It also must transition to operation as a public company. Aventail's managed portal service fared well among large enterprises. In late 2001, Aventail determined that it needed a hardware appliance to sell through partners and hardware channels to capture smaller enterprises that wanted a drop-in solution instead of a managed service. Sales of both the appliance and managed services have increased because the appliance acts as a lead-in to sell managed service as an upgrade. The increased flexibility of working with Aventail on several different levels also has stimulated new partnerships, including with ipass and AT&T. AT&T is the first carrier to endorse Secure Sockets Layer (SSL) VPN solutions. In 2003, Aventail must work with partners to encourage enterprises to buy broad aggregated service, not just appliances, under the Aventail brand. Because Aventail focuses on SSL, enterprises that want IP-Security-based VPNs must look elsewhere. TManage reached the Leaders quadrant through extraordinary work in 2002 and early 2003 to develop competitive and complete service-level agreements, and to improve the efficiency of internal operations. Another classic case of a hybrid service provider, TManage has won new contracts on its flexibility to adapt to and support unique requests from its clients, including highly personalized support services, home work programs, niche equipment and a wide range of edge broadband services. To increase its leadership position, TManage must reconcile the overhead demands of "being all things to all clients" with the resources it must apply to growth. As its customer-service record matures, TManage must standardize contracts to reduce 19 March

4 infrastructure variations and raise its recognition among midsize to large enterprises. Challengers In 2002, these vendors achieved solid sales, but did not steer market vision. Therefore, they were followers rather than leaders. WorldCom was a hot topic for Gartner client inquiries because of concern regarding its future. Although some clients decided to renew with WorldCom, a significant number moved on to other vendors in this market. Conservative clients that are accustomed to working with carriers preferred to pursue AT&T or Sprint; others took a second look at smaller providers. WorldCom has always presented well in requests for proposal (RFPs) and negotiations, and has shown unusual flexibility (for a carrier) to meet client needs. Clients also appreciate the fact that their managed remote-access services are easy to find from WorldCom's primary Web page. In 2003, WorldCom must focus on new service offerings and retire its legacy programmable array logic solutions, as well as simplify its complex service portfolio. AT&T appeared frequently on shortlists for new contracts, and usually was considered for renewals. AT&T often was the high bidder in terms of overall costs. Enterprises felt that fees charged for managed access services seemed high, and these fees were a key subject (and delay) of negotiations. AT&T's diagnostics, help desk and billing services have improved steadily since However, other service providers can compete with near-realtime and customized enterprise features. AT&T's 2002 bids faced limitations in the ability to provision end-user broadband and Wi-Fi, but it is signing more partners (most recently, Aventail) and showing an almost entrepreneurial energy to compete with hybrid service vendors. If AT&T continues this behavior and increases its flexibility in RFP negotiations, we might rank it as a leader by Visionaries and Niche Players "Managed Remote-Access 1H03 Visionaries, Niche Players" examines vendors in the Visionaries and Niche Players quadrants. Acronym Key RFP Request for proposal SSL Secure Sockets Layer VPN Virtual private network Wi-Fi Wireless Fidelity Bottom Line: Enterprises must understand how different vendors may play a role in enterprise remote-access projects. In a hybrid market, there is diminishing value in identifying a single carrier-class vendor that can insource the entire remote-access infrastructure. Enterprises should expect a multivendor/multicarrier solution, and should evaluate new 19 March

5 services based on the quality of hybrid proposals. Enterprises may consider vendors in any part of the Magic Quadrant; leadership is not required to get satisfactory services. Vendors in the Leaders quadrant will be in the strongest position to facilitate a multivendor solution, but enterprises should be prepared to deal with at least two different vendors in this market, as well as supporting several do-it-yourself solutions, in the process of developing a robust and complete remote-access solution. With vendor and technology flux in the market, enterprises should not sign contracts with any vendor for longer than two years. 19 March

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