A Frrester Ttal Ecnmic Impact Study Prepared Fr KPN The Ttal Ecnmic Impact Of KPN s Managed Vide Services As Used By A Large Financial Service Organizatin Prject Directr: Sebastian Selhrst March 2012
TABLE OF CONTENTS Executive Summary... 2 KPN Helped A Leading Financial Cmpany Optimize Its Vide Operatins... 2 Factrs Affecting Benefits And Csts... 5 Disclsures... 5 TEI Framewrk And Methdlgy... 6 Analysis... 7 Interview Highlights... 7 Csts... 9 Benefits... 11 Flexibility... 16 Risk... 17 Financial Summary... 19 KPN Managed Vide Services: Overview... 20 Appendix A: Ttal Ecnmic Impact Overview... 21 Appendix B: Glssary... 22 Appendix C: Supplemental Material... 23 Appendix D: Endntes... 23 2012, Frrester Research, Inc. All rights reserved. Unauthrized reprductin is strictly prhibited. Infrmatin is based n best available resurces. Opinins reflect judgment at the time and are subject t change. Frrester, Techngraphics, Frrester Wave, RleView, TechRadar, and Ttal Ecnmic Impact are trademarks f Frrester Research, Inc. All ther trademarks are the prperty f their respective cmpanies. Fr additinal infrmatin, g t www.frrester.cm. Abut Frrester Cnsulting Frrester Cnsulting prvides independent and bjective research-based cnsulting t help leaders succeed in their rganizatins. Ranging in scpe frm a shrt strategy sessin t custm prjects, Frrester s Cnsulting services cnnect yu directly with research analysts wh apply expert insight t yur specific business challenges. Fr mre infrmatin, visit www.frrester.cm/cnsulting. Page 1
Executive Summary Vide is quickly becming a cre cmpnent f the 21st century wrkplace experience, leaving IT departments with a grwing challenge: Vide, which histrically was a cnvenience and nt a missin-critical technlgy, is nt a cre cmpetency fr IT. Faced with managing different mdels and sftware versins f vide endpint gear while prviding the lcal n-site and remte mnitring and scheduling services needed t supprt videcnferencing acrss multiple lcatins, mre firms are lking t third-party managed services t prvide expertise in managing hetergeneus videcnferencing envirnments, simplifying usage, and prviding a better end user experience. 1 In Nvember 2011, KPN cmmissined Frrester Cnsulting t examine the ttal ecnmic impact and ptential return n investment (ROI) enterprises may realize by using its videcnferencing managed services. KPN s services allw cmpanies t utsurce the purchase, management, and maintenance f videcnferencing equipment as well as prvide end users with supprt at setup and during meetings. KPN's Managed Vide Services are being executed by Talk & Visin. Talk & Visin is a 100% subsidiary f KPN and market leader in the Benelux in the dmain f Managed Vide Services. Fr a mre detailed verview f KPN s Managed Vide Services, please refer t page 20. The purpse f this study is t prvide readers with a framewrk t evaluate the ptential financial impact f KPN s Managed Vide Services n their rganizatin. KPN Helped A Leading Financial Cmpany Optimize Its Vide Operatins This study illustrates the financial impact what Frrester calls the Ttal Ecnmic Impact (TEI) f installing and using videcnferencing capabilities managed by KPN within a large financial service institutin headquartered in Eurpe. The rganizatin emplys mre than 100,000 peple and serves its individual and institutinal clients in mre than 45 cuntries. KPN manages the vide bridges and mre than 100 vide endpints in several Eurpean cuntries. Our interview with this existing custmer and subsequent financial analysis fund that this rganizatin experienced the risk-adjusted ROI, csts, and benefits shwn in Table 1. Table 1 Three-Year Risk-Adjusted ROI 2 ROI Payback perid Ttal benefits (PV) Ttal csts (PV) Net present value 133% Within 12 mnths 8,088,829 ( 3,477,236) 4,611,594 Benefits. In cnducting in-depth interviews with this existing KPN custmer, Frrester fund that this cmpany experienced benefits f apprximately 8.09 millin ver a three-year perid. In particular, the cmpany realized: Page 2
Travel cst savings. Videcnferencing is helping many rganizatins cut travel csts such as air and land transprt, htel accmmdatin, and ther travel expenses. This analysis assumes that 15% f all vide calls by the custmer wuld have required the participants t travel. With a mix f 80% shrt-distance travel by car (average f 160 km ne way) and 20% lng-distance travel by plane (between 600 and 10,000 passenger km), we estimate the related travel cst savings have a three-year risk-adjusted PV f apprximately 5.48 millin. End user prductivity gains. Time that emplyees spend traveling results in lst prductivity fr the cmpany. This analysis assumes that an emplyee wh travels between ffices by car lses 90% f his prductivity and that an emplyee wh has t take a plane lses 50% f his prductivity during the duratin f the travel. By aviding a business trip, participants in a videcnference save time that can be used prductively. This imprved prductivity has a three-year risk-adjusted PV f apprximately 2.1 millin. IT labr cst savings. By having utsurced the management and supprt f the videcnferencing equipment, the cmpany avids the need t recruit, train, manage, and retain visual cmmunicatins specialists. The interviewed rganizatin estimates that it avided hiring the equivalent f three full-time emplyees (FTEs). These cst savings have a three-year risk-adjusted PV f apprximately 510,000. Reduced carbn ftprint. Frm an envirnmental standpint, decreasing the pllutin frm travel helps advance crprate scial bligatins t cmmunities and the envirnment. Fr the interviewed cmpany, we estimate that videcnferencing has enabled the rganizatin t reduce its carbn ftprint by 2,336 tns f CO2 ver the three years. Csts. T achieve the abve benefits, the interviewed cmpany invested apprximately 3.48 millin ver a three-year perid. Csts included: Managed vide service fees. The mnthly service fee fr the management and supprt f the vide bridges and endpints includes the lease f the vide equipment, the cmplete life-cycle management f the vide envirnment, end user supprt, and help desk access. These csts have a three-year risk-adjusted PV f apprximately 2.89 millin. Installatin csts. The installatin csts include the csts fr deplying new vide endpints ver the three years, prject csts fr imprving internal cnnectivity, and cnstructin wrk fr installing fur new telepresence rms. These csts have a three-year risk-adjusted PV f apprximately 440,000. Gvernance csts. This analysis includes the equivalent f ne half-time resurce fr the gvernance, cntract, and supplier management related t videcnferencing capabilities, prjects, and rad map. These csts have a three-year risk-adjusted PV f apprximately 150,000. While the benefits mentined abve drve the existing business case, the interviewed rganizatin believes that its current deplyment with KPN has laid the fundatin fr it t realize additinal substantial benefits in the future. In particular, the rganizatin intends t leverage KPN s services t pursue several prjects including: prmting vide usage internally t further reduce travel csts and imprve prductivity; enabling videcnferencing with custmers at branch ffices t imprve custmer satisfactin and increase sales; mving external vide calls frm cstly ISDN lines t the Internet; enabling videcnferencing with crprate r persnally wned mbile devices, such as mbile phnes, Page 3
tablets, r laptps; and leveraging vide t better supprt remte wrkers and remte training. Sme f these prjects were already being implemented at the time f publicatin, but it was t early t measure their results in financial terms. Figure 1 summarizes the yearly and cumulative cash flw, and Figure 2 shws the breakdwn f the benefit and cst categries fr the interviewed rganizatin. Figure 1 Three-Year Risk-Adjusted Cash Flw 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - (1,000,000) (2,000,000) (3,000,000) Year 1 Year 2 Year 3 Csts (risk-adjusted) Benefits (risk-adjusted) Cumulative cash flw (risk-adjusted) Figure 2 Three-Year Risk-Adjusted Csts And Benefits Csts Benefits 4% 13% Managed vide service fees including assets 6% Travel cst savings Installatin csts 26% End user prductivity gains 83% Gvernance 68% IT labr cst savings Page 4
Factrs Affecting Benefits And Csts Table 1 illustrates the risk-adjusted financial results that were achieved by the interviewed rganizatin. The riskadjusted values take int accunt any ptential uncertainty r variance that exists in estimating the csts and benefits, which prduces mre cnservative estimates. The fllwing factrs may affect the financial results that an rganizatin may experience: User adptin. T reduce travel and achieve the expected ROI, users have t adpt new way f wrking. Emplyees shuld therefre be prepared fr the change in wrk habits. Training n hw and when t use the systems, ease f videcnferencing equipment scheduling and peratin, and executive buy-in are critical factrs t drive adptin and make the prgram a success. Gegraphic scpe. Due t its primary benefits in eliminating travel and bringing tgether distributed emplyees, rganizatins with ffices in many different lcatins and gegraphies are likely t gain mre frm videcnferencing than cmpanies with a limited gegraphic spread. Efficiency in reallcating time prductively. The benefits assciated with end user prductivity depend n hw effectively emplyees can reallcate the freed-up time prductively. Existing netwrk capacity. The interviewed rganizatin described in this study did nt have t invest in additinal netwrk capacity fllwing the expansin f its vide capabilities. Hwever, ther cmpanies might need t make such investments, which will affect the verall ROI. Disclsures The reader shuld be aware f the fllwing: The study is cmmissined by KPN and delivered by Frrester Cnsulting. Frrester makes n assumptins as t the ptential ROI that ther rganizatins will receive. Frrester strngly advises readers t use their wn estimates within the framewrk prvided in the reprt t determine the apprpriateness f an investment in KPN s Managed Vide Services. KPN reviewed and prvided feedback t Frrester, but Frrester maintains editrial cntrl ver the study and its findings and des nt accept changes t the study that cntradict Frrester s findings r bscure the meaning f the study. The custmer names fr the interviews were prvided by KPN. Page 5
TEI Framewrk And Methdlgy Intrductin Frm the infrmatin prvided in the interviews, Frrester has cnstructed a TEI framewrk fr thse rganizatins cnsidering implementing KPN s Managed Vide Services. The bjective f the framewrk is t identify the cst, benefit, flexibility, and risk factrs that affect the investment decisin. Apprach And Methdlgy Frrester tk a multistep apprach t evaluate the impact that KPN s Managed Vide Services can have n an rganizatin (see Figure 3). Specifically, we: Interviewed KPN marketing and sales persnnel and Frrester analysts t gather data relative t KPN s ffering and the marketplace fr Managed Vide Services. Interviewed ne rganizatin currently using KPN s Managed Vide Services t btain data with respect t csts, benefits, and risks. Cnstructed a financial mdel representative f the interviews using the TEI methdlgy. The financial mdel is ppulated with the cst and benefit data btained frm the interviews. Figure 3 TEI Apprach Perfrm due diligence Cnduct custmer interviews Cnstruct financial mdel using TEI framewrk Write case study Given the increasing sphisticatin that enterprises have regarding ROI analyses related t IT investments, Frrester s TEI methdlgy serves the purpse f prviding a cmplete picture f the ttal ecnmic impact f purchase decisins. Please see Appendix A fr additinal infrmatin n the TEI methdlgy. Page 6
Analysis Interview Highlights A single rganizatin was interviewed fr this study: a large Eurpean financial service rganizatin. The institutin emplys mre than 100,000 peple wrldwide and serves its individual and institutinal clients in mre than 45 cuntries. The custmer interviews uncvered the cntext f the rganizatin s envirnment and a number f insights, including the fllwing: KPN was prviding IT and telecmmunicatins services t the rganizatin fr many years. Until 2008, the rganizatin had sme videcnferencing facilities in place, but usage was rather spradic. In ttal, the cmpany had installed abut 30 vide endpints in its main Eurpean ffices. While KPN was already in charge f managing the vide bridges, the respnsibility f managing the vide endpints remained within the cmpany resulting in tw majr challenges: Lack f wnership. The respnsibilities f maintaining, repairing, and mnitring the vide endpints were nt clearly defined within the cmpany. This resulted in challenges f keeping the vide equipment peratinal. Lack f standardizatin. The different lcatins and cuntries made their wn technlgy and supplier chices resulting in a hetergeneus and smetimes-incmpatible envirnment that was difficult t maintain. In 2008, the rganizatin asked KPN t als take ver the management f the vide endpints. KPN is nw respnsible fr the cmplete vide equipment life cycle. New standards were defined, and KPN refreshed the legacy vide equipment accrdingly. All new vide assets remain the prperty f KPN, which leases the units t the rganizatin. The rganizatin pays KPN a fixed fee fr the management f the vide bridges and a fixed fee per type f vide endpint. KPN s Managed Vide Services include: Cmplete life-cycle management f the vide equipment, including rdering, installatin, sftware updates, break fixes, installatin f patches, upgrades, and preventive actins. End user supprt t assist in setting up calls, ensuring maximum availability, reliability, and a guaranteed quality f experience fr end users. Help desk access with first-, secnd-, and third-line technical supprt with clearly defined service-level agreements (SLAs). Page 7
Tday, the cmpany has deplyed a ttal f 400 vide endpints wrldwide f which 100 units are under KPN s Managed Vide Services cntract. Vide equipment ranges frm persnal vide units t small and large vide rms as well as high-end telepresence facilities. The rganizatin cnsiders that the main benefits related t its usage f videcnferencing tday are arund travel cst savings and end user prductivity gains. Hwever, the cmpany reprts that the usage f videcnferencing is still quite lw thrughut the cmpany. It therefre asked KPN t help drive end user adptin. At the time f the interview, the adptin prgram had been launched, but it was t early t estimate its impact n vide usage. At the time f the interview and apart frm increasing the usage f the existing vide installatins, the cmpany was als implementing ther vide-related prgrams and prf f cncepts, such as: Mving external vide calls frm ISDN t IP. Integrating the videcnferencing capabilities with Micrsft Office Cmmunicatr. Experimenting with custmer videcnferences at branch ffices. Enabling videcnferencing n mbile devices. Framewrk Assumptins Table 2 prvides the salary assumptins that Frrester used in this analysis. Table 2 Mdel Assumptins Ref. Metric Calculatin Value A1 Hurs wrked per day 8 A2 Average number f wrking days per year 220 A3 Average fully laded annual salary rate (management) 120,000 A4 Average fully laded daily salary rate (management) (runded) A3/A2 545 A5 Average fully laded hurly salary rate (management) (runded) A4/A1 68 A6 Average fully laded annual salary rate (standard user) 60,000 A7 Average fully laded daily salary rate (standard user) (runded) A6/A2 273 A8 Average fully laded hurly salary rate (standard user) (runded) A7/A1 34 Page 8
Table 3 belw indicates the number and the types f vide endpints frm the rganizatin that are managed by KPN. Table 3 Vide Endpints Managed By KPN Number f vide endpints Initial Year 1 Year 2 Year 3 Entry level (desk r small cnference table) 0 0 10 30 Basic (meeting rms up t six peple) 5 8 12 17 Intermediate (meeting rms up t 10 peple) 20 30 35 42 Advanced (meeting rms up t 12 peple) 5 8 10 11 Telepresence (immersive rm) 0 0 0 4 Ttal number f vide endpints 30 46 67 104 In ttal, the interviewed rganizatin has abut 400 vide endpints wrldwide. The discunt rate used in the PV and NPV calculatins is 10% and time hrizn used fr the financial mdeling is three years. Organizatins typically use discunt rates between 8% and 16% based n their current envirnment. Readers are urged t cnsult with their respective cmpany s finance department t determine the mst apprpriate discunt rate t use within their wn rganizatins. Csts This sectin describes and lists the incremental csts incurred by the interviewed rganizatin fr deplying videcnferencing capabilities managed by KPN ver a three-year perid. Managed Vide Service Fees The interviewed rganizatin pays KPN a mnthly service fee fr the management f the vide bridges and endpints. The service fee includes the lease f the vide equipment and the fllwing services: Cmplete life-cycle management f the vide equipment, including rdering, installatin, sftware updates, break fixes, installatin f patches, upgrades, and preventive actins. End user supprt t assist in setting up calls, ensuring maximum availability, reliability, and a guaranteed quality f experience fr end users. Help desk access with first-, secnd-, and third-line technical supprt with clearly defined SLAs. Page 9
Table 4 Managed Service Fees Including Assets Ref. Csts Value/ calculatin Year 1 Year 2 Year 3 Ttal B1 Onging management csts fr vide endpints 576,000 744,000 1,392,000 B2 Onging management csts fr vide bridges 282,000 282,000 282,000 Bt Managed vide service fees including assets B1+B2 858,000 1,026,000 1,674,000 3,558,000 Installatin Csts The installatin csts in rw C2 f Table 5 include the csts fr deplying new vide endpints ver the three years, prject csts fr imprving internal cnnectivity in Year 1, and cnstructin wrk fr installing fur new telepresence rms in Year 3. Gvernance Csts The interviewed rganizatin assumes that the gvernance, cntract, and supplier management related t videcnferencing capabilities, prjects, and rad map requires the equivalent f half f an FTE. In this analysis, we assume a fully laded annual salary f 120,000 as indicated in rw A3 f Table 2. 3 The resulting csts are indicated in rw C3 f Table 5. Ttal Csts Table 5 summarizes the incremental csts incurred by the interviewed rganizatin fr extending its videcnferencing capabilities ver a three-year perid. Nte that the interviewed rganizatin cnsiders that the existing netwrk capacity was sufficient t absrb the new vide traffic and that n new training was required. In ttal, the interviewed rganizatin spent apprximately 4.27 millin ver the three years. Page 10
Table 5 Ttal Csts (Nn-Risk-Adjusted 2 ) Ref. Csts Year 1 Year 2 Year 3 Ttal C1 Managed vide service fees including assets 858,000 1,026,000 1,674,000 3,558,000 C2 Installatin csts 99,000 31,000 405,000 535,000 C3 Gvernance 60,000 60,000 60,000 180,000 Ct Ttal csts 1,017,000 1,117,000 2,139,000 4,273,000 Benefits The interviewed rganizatin reprted quantifiable benefits in terms f travel cst savings, end user prductivity gains, and IT labr cst savings. These benefit categries are discussed belw. Travel Cst Savings One f the principal mtivatins fr extending the videcnferencing capabilities fr the interviewed rganizatin was t reduce the number f interffice in-persn visits and thus t save travel csts. The cmpany cnsiders that the average number f vide calls per unit per mnth is still quite lw and that there is rm fr imprvement but that, verall, the number was increasing ver the years. The majrity f calls, i.e., 80% in this analysis, are shrt-distance calls between ffices that are a cuple f hundred km frm each ther; the remaining 20% f vide calls link ffices that are between 600 km and 10,000 km away frm each ther. The interviewed rganizatin estimates that, n average, fur peple participate in each videcnference and that between 15% and 25% f these calls wuld have required the participants t travel. T be n the cnservative side, this analysis assumes that 15% f the vide calls avid the participants travel. The assumed average travel cst fr shrtand lng-distance travel are indicated in rws D12 and D13 f Table 6 respectively. Additinally, t accunt fr the uncertainty assciated with estimating the avided travel csts, we have risk-adjusted this benefit dwn by 17% (see the Risk sectin). The final risk-adjusted ROI in this study includes nly 83% f the travel cst savings cited in Table 6. Page 11
Table 6 Travel Cst Savings Ref. Metric Value/ calculatin Year 1 Year 2 Year 3 Ttal D1 Average estimated number f vide calls per unit per mnth 5 8 9 D2 D3 Number f vide endpints managed by KPN (units) Average number f vide calls per mnth See Table 3 46 67 104 D1*D2 230 536 936 D4 Average number f end users per call 4 D5 D6 Average number f end users per mnth Assumed percentage f vide calls that wuld have required travel fr the participants D3*D4 920 2,144 3,744 15% D7 Number f avided trips per mnth D5*D6 (runded) 138 322 562 D8 Average percentage f shrt-distance calls 80% D9 Average percentage f lng-distance calls 20% D10 Average number f shrt-distance trips avided per year D7*D8*12 (runded) 1,325 3,091 5,395 D11 Average number f lng-distance trips avided per year D7*D9*12 (runded) 331 773 1,349 D12 Average estimated travel cst savings per shrt-distance trip 220 D13 Average estimated travel cst savings per lng-distance trip 2,500 Dt Travel cst savings D10*D12 + D11*D13 1,119,000 2,612,520 4,559,400 8,290,920 Page 12
End User Prductivity Gains By reducing the amunt f interffice travel, nt nly des the cmpany save n travel csts but als the end users save time that they nw can spend mre prductively. The interviewed cmpany estimates that half f the vide calls are made by staff in management psitins. Based n the assumptins that an end user lses 90% f his prductivity n a shrt-distance trip (a fur-hur car ride) and abut 50% n a lng-distance trip (16 hurs rundtrip, flights included), Table 7 calculates the assciated prductivity gains fr the cmpany. Table 7 End User Prductivity Gains Ref. Metric Value/ calculatin Year 1 Year 2 Year 3 Ttal E1 E2 E3 E4 E5 Average number f shrt-distance trips avided per year Average number f lng-distance trips avided per year Average number f hurs travelled per shrt-distance rundtrip Average number f hurs travelled per lng-distance rundtrip Lst prductivity fr a shrt-distance trip D10 1,325 3,091 5,395 D11 331 773 1,349 4 16 90% E6 Lst prductivity fr a lng-distance trip 50% E7 Average number f prductive hurs saved per year E1*E3*E5 + E2*E4*E6 (runded) 7,418 17,312 30,214 E8 Vide usage by management 50% E9 Vide usage by ther staff 50% E10 Average fully laded hurly salary rate (management) (runded) 68 E11 Average fully laded hurly salary rate (standard user) (runded) 34 Et End user prductivity gains E7*E8*E10 + E7*E9*E11 378,318 882,912 1,540,914 2,802,144 Page 13
IT Labr Cst Savings Managing a grwing number f different types f videcnferencing equipment and increasingly cmplex meeting supprt requirements are difficult tasks. By using videcnferencing managed services, the cmpany avids the need t recruit, train, manage, and retain visual cmmunicatins specialists. The interviewed rganizatin estimates that it avided hiring the equivalent f three FTEs, i.e., 2.5 technical staff members and 0.5 management staff members. The resulting cst savings are indicated in Table 8. Table 8 IT Labr Cst Savings Ref. Metric Value/ calculatin Year 1 Year 2 Year 3 Ttal F1 Number f technical staff (in FTEs) 2.5 F2 Number f management staff (in FTEs) 0.5 F3 Average fully laded annual salary rate (management) 120,000 (see A3) F4 Average fully laded annual salary rate (technical) 60,000 (see A6) Ft IT labr cst savings F1*F4 + F2*F3 210,000 210,000 210,000 630,000 Reduced Carbn Ftprint In additin t the financial benefits cited abve, the cmpany als reduces its carbn ftprint. In this analysis, we assume that, n average, a shrt-distance rundtrip represents 320 km and a lng-distance trip represents 8,000 passenger km. Table 9 belw indicates the ther assumptins used and the resulting carbn-ftprint reductin. Page 14
Table 9 Reduced Carbn Ftprint Ref. Metric Value/ calculatin Year 1 Year 2 Year 3 Ttal G1 Average number f km fr shrt-distance rundtrip (by car) 320 G2 Average number f passenger km fr lngdistance rundtrip (by flight) 8,000 G3 Shrt-distance travel by car: assumed carbn ftprint per 1 km with a car cnsuming 6 L per 100 km (in tns f CO2) 4 0.0001 G4 Lng-distance travel by plane: assumed carbn ftprint per passenger km (in tns f CO2) 5 0.000103 G5 G6 G7 G8 Average number f shrt-distance trips avided per year Average number f lng-distance trips avided per year Reduced carbn ftprint due t reductin f shrt-distance trips (in tns f CO2) Reduced carbn ftprint due t reductin f lng-distance trips (in tns f CO2) D10 1,325 3,091 5,395 D11 331 773 1,349 G1*G3*G5 42 99 173 G2*G4*G6 273 637 1,112 Gt Reduced carbn ftprint (in tns f CO2) G7+G8 315 tns f CO2 736 tns f CO2 1,285 tns f CO2 2,336 tns f CO2 Page 15
Ttal Benefits The interviewed rganizatin achieved ttal benefits f apprximately 11.7 millin ver the three-year perid. Table 7 shws the ttal nn-risk-adjusted benefits that were quantifiable fr this study. Table 10 Ttal Benefits (Nn-Risk-Adjusted 2 ) Ref. Benefits Year 1 Year 2 Year 3 Ttal H1 Travel cst savings 1,119,000 2,612,520 4,559,400 8,290,920 H2 End user prductivity gains 378,318 882,912 1,540,914 2,802,144 H3 IT labr cst savings 210,000 210,000 210,000 630,000 Ht Ttal benefits 1,707,318 3,705,432 6,310,314 11,723,064 Flexibility Flexibility, as defined by TEI, represents an investment in additinal capacity r capability that culd be turned int business benefit fr sme future additinal investment. This prvides an rganizatin with the right r the ability t engage in future initiatives but nt the bligatin t d s. There are multiple scenaris in which a custmer might chse t deply videcnferencing capabilities and later realize additinal uses and business pprtunities. Flexibility wuld als be quantified when evaluated as part f a specific prject (described in mre detail in Appendix A). While data fr calculating the mnetary value f cncrete flexibility ptins was nt available at the time f publicatin, the interviewed custmer highlights that videcnferencing bears mre ptential benefits fr the cmpany in the future. Sme f these prgrams r prf f cncepts were already being implemented, but it was t early t measure their impact in financial terms. The cmpany was particularly lking at: Campaigns t increase vide usage in general. Tgether with KPN cnsultants, the cmpany is lking fr pprtunities within the business t increase and prmte the usage f videcnferencing capabilities. The rganizatin thus hpes t further reduce travel csts, imprve prductivity, and enhance cllabratin. Enabling videcnferences with custmers. Using videcnferencing t cnnect remte experts with branch ffices culd create a cmpetitive advantage by maximizing their availability t custmers withut the need t travel resulting in higher custmer satisfactin and retentin as well as increased sales. Mving external calls frm ISDN t IP. Opening the vide bridge t the Internet via IP and thus aviding cstly ISDN call charges will drive adptin and usage f videcnferences with external third parties and suppliers and result in cst savings. Page 16
Enabling videcnferencing with persnal mbile devices. Allwing users t participate frm their persnal mbile devices increases the number f available vide endpints, further increasing the adptin and usage f videcnferencing within the rganizatin. Better supprt fr remte wrking and training with vide. By using vide t better supprt remte wrkers and remte training, the rganizatin will imprve its emplyees wrk-life balance and jb satisfactin. Risk Frrester defines tw types f risk assciated with this analysis: implementatin risk and impact risk. Implementatin risk is the risk that a prpsed investment in Managed Vide Services may deviate frm the riginal r expected requirements, resulting in higher csts than anticipated. Impact risk refers t the risk that the business r technlgy needs f the rganizatin may nt be met by the investment in Managed Vide Services, resulting in lwer verall ttal benefits. The greater the uncertainty, the wider the ptential range f utcmes fr cst and benefit estimates. Quantitatively capturing implementatin and impact risk by directly adjusting the financial estimates results in mre meaningful and accurate estimates and a mre accurate prjectin f the ROI. In general, risks affect csts by raising the riginal estimates, and they affect benefits by reducing the riginal estimates. The risk-adjusted numbers shuld be taken as realistic expectatins since they represent the expected values cnsidering risk. The fllwing implementatin risks that affect csts are identified as part f this analysis: The amunt f labr, including the use f external cnsultants needed fr the installatin f new vide equipment, depends n the cmplexity f the existing envirnment and may be higher than riginally estimated. The amunt f gvernance csts depends n the time spent with the supplier and n internal prcesses, and the csts may thus be higher than riginally estimated. The fllwing impact risks that affect benefits are identified as part f the analysis: The amunt f travel csts avided depends n estimatins with regard t the percentage f vide calls that wuld have required the participants t travel and n the cst assumptins fr shrt- and lng-distance trips. The actual travel cst savings might thus be lwer than riginally estimated. The amunt f end user prductivity gains depends n assumptins regarding lst prductivity fr shrt- and lng-distance trips and might be lwer than riginally estimated. The amunt f IT labr cst savings might be lwer depending n the cmplexity f the envirnment. Table 11 shws the values used t adjust fr risk and uncertainty in the cst and benefit estimates. The TEI mdel uses a triangular distributin methd t calculate risk-adjusted values. T cnstruct the distributin, it is necessary t first estimate the lw, mst likely, and high values that culd ccur within the current envirnment. The risk-adjusted value is the mean f the distributin f thse pints. Page 17
Table 11 Cst And Benefit Risk Adjustments Csts Lw Mst likely High Mean Installatin csts 100% 100% 115% 105% Gvernance 98% 100% 105% 101% Benefits Lw Mst likely High Mean Travel cst savings 50% 100% 100% 83% End user prductivity gains 80% 100% 103% 94% IT labr cst savings 90% 100% 105% 98% Readers are urged t apply their wn risk ranges based n their wn degree f cnfidence in the cst and benefit estimates. Page 18
Financial Summary The financial results calculated in the Csts and Benefits sectins can be used t determine the ROI, NPV, and payback perid fr the rganizatin s investment in videcnferencing capabilities managed by KPN. These are shwn in Table 12 belw. Table 12 Cash Flw Nn-Risk-Adjusted Cash flw riginal estimates Year 1 Year 2 Year 3 Ttal PV Csts ( 1,017,000) ( 1,117,000) ( 2,139,000) ( 4,273,000) ( 3,454,748) Benefits 1,707,318 3,705,432 6,310,314 11,723,064 9,355,480 Ttal 690,318 2,588,432 4,171,314 7,450,064 5,900,732 ROI 171% Payback perid Within 12 mnths Table 13 shws the risk-adjusted ROI, NPV, and payback perid values. These values are determined by applying the risk-adjusted values frm Table 11 in the Risk sectin t the cst and benefit numbers in Tables 5 and 10. Table 13 Cash Flw Risk-Adjusted Cash flw risk-adjusted estimates Year 1 Year 2 Year 3 Ttal PV Csts ( 1,022,550) ( 1,119,150) ( 2,159,850) ( 4,301,550) ( 3,477,236) Benefits 1,490,189 3,204,129 5,438,561 10,132,879 8,088,829 Ttal 467,639 2,084,979 3,278,711 5,831,329 4,611,594 ROI 133% Payback perid Within 12 mnths Page 19
KPN Managed Vide Services: Overview Accrding t KPN, it is the leading telecmmunicatins and IT service prvider based in the Netherlands, ffering wireline and wireless telephny, Internet, and TV t cnsumers. KPN ffers business custmers cmplete telecmmunicatins and IT slutins. With this prtfli, KPN is respnding t custmer demand fr increased flexibility, wrkfrce perfrmance, scial respnsibility, and, last but nt least, cst reductin. KPN believes that a genuinely new way f wrking is beginning t emerge. Increasing numbers f peple want t wrk at places and times that suit their persnal lives. With its New Way f Wrking prgram, KPN makes this pssible fr emplyees in the Netherlands and fr all f its custmers. The New Way f Wrking cvers services that enable remte wrking, a unique wrkspace cncept, and a different way f wrking tgether in which individual respnsibility plays a central rle. KPN ffers ICT slutins such as videcnferences and cnference calls. These nt nly imprve emplyee satisfactin but als cntribute t a cleaner envirnment. Envirnmental respnsibility is tightly linked t the New Way f Wrking prgram fr a number f reasns. Increased reliance n electrnic cmmunicatins leads t crrespnding decreases in bth travel and premises requirements. Bth f these mean a quantifiable reductin in the carbn ftprint. KPN Crprate Market (previusly knwn as Getrnics) ffers ICT services and is the Dutch market leader in the area f infrastructure and netwrk-related ICT slutins, such as end-t-end integrated ICT services fr flexible wrkspaces, clud cmputing, and cllabrative videcnferencing. An example f services integratin f the telecm layer, ICT applicatins, devices, and security is unified cllabratin and cmmunicatins services (UCC). UCC prvides custmers nt nly with ne integral end-t-end apprach fr vice, vide, chat, file sharing, presence, and cnferencing but als with flexible use f mdular building blcks and ne single pint f custmer cntact and invicing. KPN's Managed Vide Services are being executed by Talk & Visin. Talk & Visin is a 100% subsidiary f KPN and market leader in the Benelux in the dmain f Managed Vide Services. Page 20
Appendix A: Ttal Ecnmic Impact Overview Ttal Ecnmic Impact (TEI) is a methdlgy develped by Frrester Research that enhances a cmpany s technlgy decisin-making prcesses and assists vendrs in cmmunicating the value prpsitin f their prducts and services t clients. The TEI methdlgy helps cmpanies demnstrate, justify, and realize the tangible value f IT initiatives t bth senir management and ther key business stakehlders. The TEI methdlgy cnsists f fur cmpnents t evaluate investment value: benefits, csts, risks, and flexibility. Benefits Benefits represent the value delivered t the user rganizatin IT and/r business units by the prpsed prduct r prject. Often prduct r prject justificatin exercises fcus just n IT cst and cst reductin, leaving little rm t analyze the effect f the technlgy n the entire rganizatin. The TEI methdlgy and the resulting financial mdel place equal weight n the measure f benefits and the measure f csts, allwing fr a full examinatin f the effect f the technlgy n the entire rganizatin. Calculatin f benefit estimates invlves a clear dialgue with the user rganizatin t understand the specific value that is created. In additin, Frrester als requires that there be a clear line f accuntability established between the measurement and justificatin f benefit estimates after the prject has been cmpleted. This ensures that benefit estimates tie back directly t the bttm line. Csts Csts represent the investment necessary t capture the value, r benefits, f the prpsed prject. IT r the business units may incur csts in the frm f fully burdened labr, subcntractrs, r materials. Csts cnsider all f the investments and expenses necessary t deliver the prpsed value. In additin, the cst categry within TEI captures any incremental csts ver the existing envirnment fr nging csts assciated with the slutin. All csts must be tied t the benefits that are created. Risk Risk measures the uncertainty f benefit and cst estimates cntained within the investment. Uncertainty is measured in tw ways: 1) the likelihd that the cst and benefit estimates will meet the riginal prjectins, and 2) the likelihd that the estimates will be measured and tracked ver time. TEI applies a prbability density functin knwn as triangular distributin t the values entered. At minimum, three values are calculated t estimate the underlying range arund each cst and benefit. Flexibility Within the TEI methdlgy, direct benefits represent ne part f the investment value. While direct benefits can typically be the primary way t justify a prject, Frrester believes that rganizatins shuld be able t measure the strategic value f an investment. Flexibility represents the value that can be btained fr sme future additinal investment building n tp f the initial investment already made. Fr instance, an investment in an enterprisewide upgrade f an ffice prductivity suite can ptentially increase standardizatin (t increase efficiency) and reduce licensing csts. Hwever, an embedded cllabratin feature may translate t greater wrker prductivity if activated. The cllabratin can nly be used with additinal investment in training at sme future pint in time. Hwever, having the ability t capture that benefit has a present value that can be estimated. The flexibility cmpnent f TEI captures that value. Page 21
Appendix B: Glssary Discunt rate: The interest rate used in cash flw analysis t take int accunt the time value f mney. Althugh the Federal Reserve Bank sets a discunt rate, cmpanies ften set a discunt rate based n their business and investment envirnment. Frrester assumes a yearly discunt rate f 10% fr this analysis. Organizatins typically use discunt rates between 8% and 16% based n their current envirnment. Readers are urged t cnsult their respective rganizatin t determine the mst apprpriate discunt rate t use in their wn envirnment. Net present value (NPV): The present r current value f (discunted) future net cash flws given an interest rate (the discunt rate). A psitive prject NPV nrmally indicates that the investment shuld be made, unless ther prjects have higher NPVs. Present value (PV): The present r current value f (discunted) cst and benefit estimates given at an interest rate (the discunt rate). The PV f csts and benefits feed int the ttal NPV f cash flws. Payback perid: The breakeven pint fr an investment. This is the pint in time at which net benefits (benefits minus csts) equal initial investment r cst. Return n investment (ROI): A measure f a prject s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits minus csts) by csts. A Nte On Cash Flw Tables The fllwing is a nte n the cash flw tables used in this study (see the example table belw). The initial investment clumn cntains csts incurred at time 0 r at the beginning f Year 1. Thse csts are nt discunted. All ther cash flws in Years 1 thrugh 3 are discunted using the discunt rate (shwn in the Framewrk Assumptins sectin) at the end f the year. PV calculatins are calculated fr each ttal cst and benefit estimate. NPV calculatins are nt calculated until the summary tables and are the sum f the initial investment and the discunted cash flws in each year. Table [Example] Example Table Ref. Categry Calculatin Initial cst Year 1 Year 2 Year 3 Ttal Page 22
Appendix C: Supplemental Material Related Frrester Research Accelerate Yur Videcnferencing Strategy With Managed Services, Frrester Research, Inc., Nvember 21, 2011 The ROI Of Telepresence, Frrester Research, Inc., February 25, 2009 The Banking Industry Is Using Vide T Better Meet Custmer Needs, Frrester Research, Inc., January 30, 2008 Appendix D: Endntes 1 Als see the Frrester reprt, Accelerate Yur Videcnferencing Strategy With Managed Services, Frrester Research, Inc., Nvember 21, 2011. 2 Frrester risk-adjusts the summary financial metrics t take int accunt the ptential uncertainty f the cst and benefit estimates. Fr mre infrmatin n risk, please see page 17. 3 A fully laded annual salary rate includes the salary, variable cmpensatin, and all direct benefits (e.g., health insurance). 4 Assume 0.01 tns f CO2 per 100 km by car with a cnsumptin f 6 L per 100 km. Surce: Carbn Ftprint (http://www.carbnftprint.cm/calculatr.aspx?tab=4). 5 Assume 0.5 kg f CO2 per passenger mile. Surce: Carbnfund.rg Page 23