Bharat Sanchar Nigam (BSNL) is planning to outsource the management and maintenance of its towers and cable networks to compete more effectively with private players like Bharti Airtel and Reliance Communications, which dominate the booming industry and also unlock the value of its assets, reports the Economic Times.
The deal, which could be worth more than $1 billion (Rs. 5,000 crore) over the next five years, might receive stiff resistance from about three lakh employees as it will impact close to 30,000 jobs. "The company plans to train and redeploy a significant section of these employees to marketing roles," informed two executives requesting anonymity, as many employees are expected to be transferred to the IT firms that win the outsourcing deal.
Through this deal, BSNL will outsource more than 50,000 towers and over one lakh kilometers of optic fibre cable. "The telecom company is in process of finalizing tender conditions for inviting bids for the contract," said these executives.
"The move will help BSNL unlock the value from its towers and passive infrastructure as the once monopoly tries to play catch up with private rivals," said BK Syngal, Senior Principal, Dua Consulting.
"Successful bidders for this contract can share company's networks with private players for a fee and this could result in a revenue boost for BSNL," added Syngal, who is also a former Chairman of VSNL (now Tata Communications).
Reliance Communications had formed a joint venture with Franco American networks major Alcatel-Lucent last year and outsourced the management of its GSM and CDMA networks and infrastructure such as optic fibre cable in a deal worth $500 million over a five year period. The deal had crossed $750 million mark in July 2009.
Bharti Airtel also entered into a $500 million joint venture with Alcatel-Lucent to manage its landline and broadband business in April 2009. Around 4,000 Airtel employees were transferred to this new venture, which is a front runner to bag another $500 million contract from Airtel to manage and maintain its 80,000 kilometers intercity optic fibre cable network.
BSNL had recently postponed plans to hive off its towers and other related infrastructure into a separate company. The company felt it would be difficult to unlock value by merely hiving off its infrastructure and listing it due to falling valuations for the tower sector, said the executives.
Agencies/Economic Times
Showing posts with label Nortel. Show all posts
Showing posts with label Nortel. Show all posts
Wednesday, September 30, 2009
Monday, August 31, 2009
Does Barack Obama plan to take over the internet?
The new version of a US Senate bill allows President Barack Obama to seize temporary control of private sector networks during a cybersecurity emergency. The bill allows the President to "declare a cybersecurity emergency" related to the "non-governmental" computer networks for dealing with cyber threat. The bill is introduced by senator Jay Rockefeller, a West Virginia Democrat, who has spent months preparing the draft.
"I think the redraft, while improved, remains troubling due to its vagueness. It is unclear what authority senator Rockefeller thinks is necessary over the private sector. Unless this is clarified, we cannot properly analyze, let alone support the bill." said Larry Clinton, President, Internet Security Alliance, which counts representatives of Verizon, Verisign, Nortel, and Carnegie Mellon University on its board.
Large internet and telecommunications company representatives have expressed concerns about the bill in a teleconference with Rockefeller's aides. As a source familiar to the bill informed that the primary concern was the electrical grid regarding the consequences of an attack from a broadband connection.
Rockefeller's proposal provides an ease to a broader concern in Washington about the government's role in cybersecurity. President Obama has already acknowledged that the government is "not as prepared" and announced that a new cybersecurity coordinator position would be created inside the White House staff.
After three months, the post remains empty, one top cybersecurity aide has quit, and people are wondering that a government which has failed on the point of cybersecurity, how can they be trusted when they instruct the private sector.
The revised legislation of Rockefeller's proposal seeks to reshuffle the way the federal government addresses the topic. It seeks a cybersecurity workforce plan from every federal agency, a dashboard pilot project, measurements of hiring effectiveness, and the implementation of a "comprehensive national cybersecurity strategy" in six months, even though its mandatory legal review will take one year to complete.
The issue lies in section 201, which permits the President to "direct the national response to the cyber threat" if necessary for "the national defense and security." The White House is supposed to do a "periodic mapping" of private networks deemed to be critical, and those companies "shall share" requested information with the federal government.
"The language has changed but it doesn't contain any real additional limits. It simply switches the more direct and obvious language they had originally to the more ambiguous versions. The designation of what is a critical infrastructure system or network as far as I can tell has no specific process. There's no provision for any administrative process or review. That's where the problems seem to start. And then you have the amorphous powers that go along with it," said Lee Tien, Staff Attorney, Electronic Frontier Foundation.
So if any company is stated under the term "critical," a new set of regulations start like involving who you can hire, what information you must disclose, and when the government would exercise control over your computers or network.
Agencies
"I think the redraft, while improved, remains troubling due to its vagueness. It is unclear what authority senator Rockefeller thinks is necessary over the private sector. Unless this is clarified, we cannot properly analyze, let alone support the bill." said Larry Clinton, President, Internet Security Alliance, which counts representatives of Verizon, Verisign, Nortel, and Carnegie Mellon University on its board.
Large internet and telecommunications company representatives have expressed concerns about the bill in a teleconference with Rockefeller's aides. As a source familiar to the bill informed that the primary concern was the electrical grid regarding the consequences of an attack from a broadband connection.
Rockefeller's proposal provides an ease to a broader concern in Washington about the government's role in cybersecurity. President Obama has already acknowledged that the government is "not as prepared" and announced that a new cybersecurity coordinator position would be created inside the White House staff.
After three months, the post remains empty, one top cybersecurity aide has quit, and people are wondering that a government which has failed on the point of cybersecurity, how can they be trusted when they instruct the private sector.
The revised legislation of Rockefeller's proposal seeks to reshuffle the way the federal government addresses the topic. It seeks a cybersecurity workforce plan from every federal agency, a dashboard pilot project, measurements of hiring effectiveness, and the implementation of a "comprehensive national cybersecurity strategy" in six months, even though its mandatory legal review will take one year to complete.
The issue lies in section 201, which permits the President to "direct the national response to the cyber threat" if necessary for "the national defense and security." The White House is supposed to do a "periodic mapping" of private networks deemed to be critical, and those companies "shall share" requested information with the federal government.
"The language has changed but it doesn't contain any real additional limits. It simply switches the more direct and obvious language they had originally to the more ambiguous versions. The designation of what is a critical infrastructure system or network as far as I can tell has no specific process. There's no provision for any administrative process or review. That's where the problems seem to start. And then you have the amorphous powers that go along with it," said Lee Tien, Staff Attorney, Electronic Frontier Foundation.
So if any company is stated under the term "critical," a new set of regulations start like involving who you can hire, what information you must disclose, and when the government would exercise control over your computers or network.
Agencies
Tuesday, May 12, 2009
Nortel opens new center in Bangalore
Nortel has opened a new Global Network Operations Center (GNOC) in Bangalore, India, to help remotely manage and support communications networks for enterprise and carrier customers across Asia, Europe and the Americas.
The Bangalore GNOC provides round-the-clock network surveillance and performance monitoring for voice and data networks. This enables Nortel enterprise and carrier customers to focus their resources on their core business, instead of dedicating costly IT resources to maintain and manage their communications networks. This, in turn, helps these companies lower operational costs, maximize network efficiency and performance, and keep abreast with new, evolving technologies.
The GNOC monitors customer network to identify network problems before they can impact business functions or productivity, and seeks to resolve issues either remotely from the GNOC or by dispatching technicians to the customer's site. This is Nortel's fifth Network Operations Center.
Nortel's other NOCs are located in North America, Europe, China and India (Gurgaon). The latter supports the managed services requirements of Bharti Airtel and other local customers.
Agencies
The Bangalore GNOC provides round-the-clock network surveillance and performance monitoring for voice and data networks. This enables Nortel enterprise and carrier customers to focus their resources on their core business, instead of dedicating costly IT resources to maintain and manage their communications networks. This, in turn, helps these companies lower operational costs, maximize network efficiency and performance, and keep abreast with new, evolving technologies.
The GNOC monitors customer network to identify network problems before they can impact business functions or productivity, and seeks to resolve issues either remotely from the GNOC or by dispatching technicians to the customer's site. This is Nortel's fifth Network Operations Center.
Nortel's other NOCs are located in North America, Europe, China and India (Gurgaon). The latter supports the managed services requirements of Bharti Airtel and other local customers.
Agencies
Thursday, March 26, 2009
Is bankrupt Nortel giving away $7.3 m as bonus?
A Canadian court has allowed eight senior executives at Nortel Networks Corp to share in the bonuses that the telecom equipment maker plans to pay out even as it fights for survival in bankruptcy protection.
Bankruptcy courts in both the US and Canada will allow Nortel Networks to pay as much as $7.3 million in incentive bonuses to the executives.
Nortel already had court approval to pay out a total of $45 million in bonuses for close to 1,000 executive and non-executive employees.
Friday's ruling by the Ontario Superior Court makes the eight senior executives, who do not include Chief Executive Mike Zafirovski, eligible to receive a share of this money, company spokesman Mohammed Nakhooda said.
In addition to the $45 million, Nortel has a separate quarterly bonus plan in place for "the vast majority of employees at all levels," he added.
Nortel -- North America's biggest maker of telephone gear -- had argued in an earlier court report that the bonuses were needed because "the commitment and retention of key employees will be essential to the execution of a restructuring of Nortel".
Executive compensation has become a hot-button issue with investors and politicians alike, particularly amid revelations that US insurance giant American International Group (AIG) paid out $165 million in bonuses after receiving $180 billion in government aid.
Some companies, including all of Canada's large banks, have introduced nonbinding shareholder votes on executive compensation in a bid to provide greater transparency and more accountability.
Toronto-based Nortel filed for bankruptcy protection in January, blaming the economic crisis for derailing a turnaround effort that began in 2005.
It had about $2.4 billion in cash when it sought protection and about $4.5 billion in long-term debt.
Nortel shares were unchanged at 10 Canadian cents on the Toronto Stock Exchange on Friday. In mid-2000, at the height of the company's success, they were worth more than C$1,100 each, adjusted for a stock consolidation that took place in 2006.
Agencies
Bankruptcy courts in both the US and Canada will allow Nortel Networks to pay as much as $7.3 million in incentive bonuses to the executives.
Nortel already had court approval to pay out a total of $45 million in bonuses for close to 1,000 executive and non-executive employees.
Friday's ruling by the Ontario Superior Court makes the eight senior executives, who do not include Chief Executive Mike Zafirovski, eligible to receive a share of this money, company spokesman Mohammed Nakhooda said.
In addition to the $45 million, Nortel has a separate quarterly bonus plan in place for "the vast majority of employees at all levels," he added.
Nortel -- North America's biggest maker of telephone gear -- had argued in an earlier court report that the bonuses were needed because "the commitment and retention of key employees will be essential to the execution of a restructuring of Nortel".
Executive compensation has become a hot-button issue with investors and politicians alike, particularly amid revelations that US insurance giant American International Group (AIG) paid out $165 million in bonuses after receiving $180 billion in government aid.
Some companies, including all of Canada's large banks, have introduced nonbinding shareholder votes on executive compensation in a bid to provide greater transparency and more accountability.
Toronto-based Nortel filed for bankruptcy protection in January, blaming the economic crisis for derailing a turnaround effort that began in 2005.
It had about $2.4 billion in cash when it sought protection and about $4.5 billion in long-term debt.
Nortel shares were unchanged at 10 Canadian cents on the Toronto Stock Exchange on Friday. In mid-2000, at the height of the company's success, they were worth more than C$1,100 each, adjusted for a stock consolidation that took place in 2006.
Agencies
Tuesday, December 2, 2008
Global recession; Wipro customers cancel contracts!
Indian IT outsourcing company Wipro is seeing a few customers cancel contracts and more delaying or downsizing deals as a result of deteriorating global economic conditions, its joint chief executive said.
Girish Paranjpe added that Wipro, India's third-biggest software services exporter, was feeling minimal impact from last week's attacks that killed almost 200 people in Mumbai, and reiterated that the company expects business to improve next year.
Referring to the Mumbai attacks, he told Reuters in an interview on Monday, "I don't see any operational impact of that ..."
When asked about cancellations by Wipro's customers -- who include Cicso, Credit Suisse and Nortel -- he said: "Some few, but much more delay, postponement, resizing -- a few cancellations."
Paranjpe said he remained hopeful that business would pick up in the company's first quarter beginning in April next year after a slowing that began about a quarter ago. Customers cannot sustain constrained spending indefinitely, he said.
"About six months you can manage with compression, three to six months you can manage with compression. Beyond that, you have to start thinking longer-term," he said.
"I'm still kind of optimistic that we would have gone past the bottom some time in the first fiscal quarter" next year, he added.
Sector leader Tata Consultancy Services and fellow large Indian outsourcer Infosys have recently expressed cautious optimism about the market, but like most peers they face at least short-term uncertainty.
Wipro makes about half its revenue in the Americas, and about a quarter globally from the financial services sector -- a fairly typical business split among Indian outsourcers, whose large English-speaking workforces gave them an early advantage.
Asked how tough price negotiations were becoming, Paranjpe said Wipro was trying to help customers cut costs in other ways than lowering prices. "There is a discussion about how we can alleviate the pain that they are going through. Our discussion has been about how we can help them with cost, rather than focused on price."
"That's what clients ultimately care about: Given the downturn, how much has my budget gone down and to what extent can you contribute to help me bridge the gap?" he said.
Paranjpe argued that big players like Wipro stood to gain market share as customers looked for reliable partners. "You want fewer people you can bet on, who are going to survive the downturn as well. So there is an almost automatic flight to size and quality," he said.
Although consolidation in the financial sector would undoubtedly make for a tougher market, Paranjpe said it would also bring opportunities in the medium term as customers would have to integrate and streamline their operations.
It would also bring chances to make acquisitions as valuations dropped -- possibly large ones, after last year's $600 million buy of Infocrossing -- and to make selective hires of personnel who might have been unaffordable in better times.
"I think we have gone past the small-budget acquisitions, which is not to say that we will never do a small one, but which is also to say that big dollar signs don't scare us," he said.
"We would like all the acquisitions to be made outside India so we can globalise our workforce."
Asked about the effect of the weakening rupee and stronger dollar on Wipro's results, Paranjpe said, "It's dizzying, actually. It's completely roller-coaster, on the currency side."
"So what we have decided is that we will simply go hedge, for a certain duration, and let our treasury worry about that, and the business will really focus on generating profits from operations," he said.
Wipro will be more cautious about spending but does not plan a hiring or travel freeze, Paranjpe said.
"Building our new facilities we're kind of watching more carefully, hiring lots more people. We're kind of being circumspect about spending on marketing ... being more cautious about travel."
"Full-page ads are out," he added. "Any business which has been in full growth mode for five years does accumulate a certain amount of excess baggage."
Source: Reuters
Girish Paranjpe added that Wipro, India's third-biggest software services exporter, was feeling minimal impact from last week's attacks that killed almost 200 people in Mumbai, and reiterated that the company expects business to improve next year.
Referring to the Mumbai attacks, he told Reuters in an interview on Monday, "I don't see any operational impact of that ..."
When asked about cancellations by Wipro's customers -- who include Cicso, Credit Suisse and Nortel -- he said: "Some few, but much more delay, postponement, resizing -- a few cancellations."
Paranjpe said he remained hopeful that business would pick up in the company's first quarter beginning in April next year after a slowing that began about a quarter ago. Customers cannot sustain constrained spending indefinitely, he said.
"About six months you can manage with compression, three to six months you can manage with compression. Beyond that, you have to start thinking longer-term," he said.
"I'm still kind of optimistic that we would have gone past the bottom some time in the first fiscal quarter" next year, he added.
Sector leader Tata Consultancy Services and fellow large Indian outsourcer Infosys have recently expressed cautious optimism about the market, but like most peers they face at least short-term uncertainty.
Wipro makes about half its revenue in the Americas, and about a quarter globally from the financial services sector -- a fairly typical business split among Indian outsourcers, whose large English-speaking workforces gave them an early advantage.
Asked how tough price negotiations were becoming, Paranjpe said Wipro was trying to help customers cut costs in other ways than lowering prices. "There is a discussion about how we can alleviate the pain that they are going through. Our discussion has been about how we can help them with cost, rather than focused on price."
"That's what clients ultimately care about: Given the downturn, how much has my budget gone down and to what extent can you contribute to help me bridge the gap?" he said.
Paranjpe argued that big players like Wipro stood to gain market share as customers looked for reliable partners. "You want fewer people you can bet on, who are going to survive the downturn as well. So there is an almost automatic flight to size and quality," he said.
Although consolidation in the financial sector would undoubtedly make for a tougher market, Paranjpe said it would also bring opportunities in the medium term as customers would have to integrate and streamline their operations.
It would also bring chances to make acquisitions as valuations dropped -- possibly large ones, after last year's $600 million buy of Infocrossing -- and to make selective hires of personnel who might have been unaffordable in better times.
"I think we have gone past the small-budget acquisitions, which is not to say that we will never do a small one, but which is also to say that big dollar signs don't scare us," he said.
"We would like all the acquisitions to be made outside India so we can globalise our workforce."
Asked about the effect of the weakening rupee and stronger dollar on Wipro's results, Paranjpe said, "It's dizzying, actually. It's completely roller-coaster, on the currency side."
"So what we have decided is that we will simply go hedge, for a certain duration, and let our treasury worry about that, and the business will really focus on generating profits from operations," he said.
Wipro will be more cautious about spending but does not plan a hiring or travel freeze, Paranjpe said.
"Building our new facilities we're kind of watching more carefully, hiring lots more people. We're kind of being circumspect about spending on marketing ... being more cautious about travel."
"Full-page ads are out," he added. "Any business which has been in full growth mode for five years does accumulate a certain amount of excess baggage."
Source: Reuters
Friday, October 17, 2008
BA Systems eyes 10pc of Indian networking solutions market
BA Systems, the Bangalore-based router manufacturing company, headquartered in San Jose, California, has entered the router market and is aiming at a market share of 10 percent in the networking solutions space in India by 2009-10.
The company has launched 'Enterprise' category of routers with a contract manufacturer in India. Its USP is its price, which it claims is about 30-50 percent cheaper than competitors. B. Jagadish, director marketing, BA Systems, speaks about the company's entry into the Asian market and the growing market for Enterprise routers, in an interview with CIOL's Manu Sharma. Excerpts:
CIOL: Being a US company what made you roll out your products in India?
B. Jagadish: BA Systems is headquartered in San Jose and has presence in Bangalore, Singapore, Hong Kong and China. We are targeting the Asia-Pacific market since it is growing by many folds in the Enterprise segment of routers. India, in particular, has a big market and the router market is growing at 15-18 percent. In comparison, it is growing by only 5 percent in the developed countries. Therefore, we have launched our products here and plan to expand overseas through our OEM network. In fact, we have already sent our first shipments to China and Bangladesh.
CIOL: Describe the Enterprise router market and what is its estimated growth in India?
BJ: The Enterprise routers industry segment is presently estimated at $4 billion and is likely to grow at a CAGR of 30 percent to touch $10-billion by 2010. According to an IDC report, while Edge, PC based, wireless, ADSL, broadband, XDSL and core routers make up most of this industry, Enterprise is in lesser numbers, but is catching up.
CIOL: What are the routers that you have launched and what applications do those support?
BJ: The BA Systems' EN3500, and EN2400 integrated routers uniquely address key customer requirements such as reduction in CAPEX and OPEX, and the power to implement IP networking services with minimal disruption and maximum remote control from a central location. This is achieved by combining the high performance and carrier-grade reliability of the BA Systems Operating System (BOS) with a central management application -- a BA Systems Element and Services Management Supervisor (BESS).
The modular, multi-threaded design of BOS, in combination with the EN series high-performance hardware, provides for the best-in-class performance, both raw and with multiple services loaded.
CIOL: Who are your competitors in this segment?
BJ: Cisco Systems has a market share of over 90 percent, while Juniper Networks, Nortel, Tasman, Huawei and 3Com are the other major players in this segment. BA Systems has just made an entry into the market and hopes to capture a 10 percent market share by 2010.
CIOL: How do you plan to tackle your competitors?
BJ: The BA Systems' EN series represents the next generation of integrated routing platforms. The EN series is the first routing platform that leverages the combination of optimized hardware with tested, interoperable, and modular high-performance operating system –(BOS), thereby affording significant CAPEX savings.
BA Systems' products are deployed in mission-critical networks at high profile customers, including a leading national telco, banks, stockbrokers, MSPs and BPOs. BA Systems strategically partners with channels, including systems integrators and service providers to go-to-market. The company provides partners with level-3 technical support, training and feature customization for partners/customers.
CIOL: What kind of marketing and sales support does the company provide?
BJ: Our support base for the customers will be out of India. We have already started a toll-fee line that will be attended by us starting next January. Presently, we provide technical support to our customers that make it unique unlike others and have no plans to outsource the aftersales support. We provide technical support to our customers to handle them faster and understand their needs better. Presently, it is offered 12x5, and once the volumes build up, it will be 24x7. The company also has marketing offices in Bangalore, Chennai and Delhi. Besides, we will have full-fledged offices in Mumbai, Kolkata, Ahmedabad and Hyderabad by October 2007.
CIOL: What sort of pricing models are you following for you products?
BJ: Our USP is our cost that is incomparable to any competitors even Cisco. Our solution comes at a cost that is at least 30 percent lower than close competitors Cisco, and can even be as less as 50 percent less if it is an end–to-end solution. Our hardware contributes a lot, while our software has own patent rights. We are the only router company with a local manufacturer. Neither Cisco, Juniper or anyone else has such a facility. Most of them source their products from either China or Taiwan.
CIOL: Who are your present customers and whom are you targeting?
BJ: Our products are affordable, off-the-shelf components. We started production in May 2006 and have already installed the products at the Taj Group, ITC, STPIs and co-operative banks. We also have corporate clients like Fortune Financials, Bosco Steel, BNA BPO and Divya Systems. The company will also be tapping into the railways, airlines, telecom and defence sectors in 2008 as they are all based on tenders.
CIOL: How is the feedback from your existing customers?
BJ: The feedback has been phenomenally good. It is because of our modular operating system, inherent features, rollback graceful restart, route tracking, SLA monitoring tool, etc. All of these are the major empowerments that our customers have experienced. We offer end-to-end solutions, including real-time WAN management. In fact, we have moved away from offering a product to a total solution.
The company has launched 'Enterprise' category of routers with a contract manufacturer in India. Its USP is its price, which it claims is about 30-50 percent cheaper than competitors. B. Jagadish, director marketing, BA Systems, speaks about the company's entry into the Asian market and the growing market for Enterprise routers, in an interview with CIOL's Manu Sharma. Excerpts:
CIOL: Being a US company what made you roll out your products in India?
B. Jagadish: BA Systems is headquartered in San Jose and has presence in Bangalore, Singapore, Hong Kong and China. We are targeting the Asia-Pacific market since it is growing by many folds in the Enterprise segment of routers. India, in particular, has a big market and the router market is growing at 15-18 percent. In comparison, it is growing by only 5 percent in the developed countries. Therefore, we have launched our products here and plan to expand overseas through our OEM network. In fact, we have already sent our first shipments to China and Bangladesh.
CIOL: Describe the Enterprise router market and what is its estimated growth in India?
BJ: The Enterprise routers industry segment is presently estimated at $4 billion and is likely to grow at a CAGR of 30 percent to touch $10-billion by 2010. According to an IDC report, while Edge, PC based, wireless, ADSL, broadband, XDSL and core routers make up most of this industry, Enterprise is in lesser numbers, but is catching up.
CIOL: What are the routers that you have launched and what applications do those support?
BJ: The BA Systems' EN3500, and EN2400 integrated routers uniquely address key customer requirements such as reduction in CAPEX and OPEX, and the power to implement IP networking services with minimal disruption and maximum remote control from a central location. This is achieved by combining the high performance and carrier-grade reliability of the BA Systems Operating System (BOS) with a central management application -- a BA Systems Element and Services Management Supervisor (BESS).
The modular, multi-threaded design of BOS, in combination with the EN series high-performance hardware, provides for the best-in-class performance, both raw and with multiple services loaded.
CIOL: Who are your competitors in this segment?
BJ: Cisco Systems has a market share of over 90 percent, while Juniper Networks, Nortel, Tasman, Huawei and 3Com are the other major players in this segment. BA Systems has just made an entry into the market and hopes to capture a 10 percent market share by 2010.
CIOL: How do you plan to tackle your competitors?
BJ: The BA Systems' EN series represents the next generation of integrated routing platforms. The EN series is the first routing platform that leverages the combination of optimized hardware with tested, interoperable, and modular high-performance operating system –(BOS), thereby affording significant CAPEX savings.
BA Systems' products are deployed in mission-critical networks at high profile customers, including a leading national telco, banks, stockbrokers, MSPs and BPOs. BA Systems strategically partners with channels, including systems integrators and service providers to go-to-market. The company provides partners with level-3 technical support, training and feature customization for partners/customers.
CIOL: What kind of marketing and sales support does the company provide?
BJ: Our support base for the customers will be out of India. We have already started a toll-fee line that will be attended by us starting next January. Presently, we provide technical support to our customers that make it unique unlike others and have no plans to outsource the aftersales support. We provide technical support to our customers to handle them faster and understand their needs better. Presently, it is offered 12x5, and once the volumes build up, it will be 24x7. The company also has marketing offices in Bangalore, Chennai and Delhi. Besides, we will have full-fledged offices in Mumbai, Kolkata, Ahmedabad and Hyderabad by October 2007.
CIOL: What sort of pricing models are you following for you products?
BJ: Our USP is our cost that is incomparable to any competitors even Cisco. Our solution comes at a cost that is at least 30 percent lower than close competitors Cisco, and can even be as less as 50 percent less if it is an end–to-end solution. Our hardware contributes a lot, while our software has own patent rights. We are the only router company with a local manufacturer. Neither Cisco, Juniper or anyone else has such a facility. Most of them source their products from either China or Taiwan.
CIOL: Who are your present customers and whom are you targeting?
BJ: Our products are affordable, off-the-shelf components. We started production in May 2006 and have already installed the products at the Taj Group, ITC, STPIs and co-operative banks. We also have corporate clients like Fortune Financials, Bosco Steel, BNA BPO and Divya Systems. The company will also be tapping into the railways, airlines, telecom and defence sectors in 2008 as they are all based on tenders.
CIOL: How is the feedback from your existing customers?
BJ: The feedback has been phenomenally good. It is because of our modular operating system, inherent features, rollback graceful restart, route tracking, SLA monitoring tool, etc. All of these are the major empowerments that our customers have experienced. We offer end-to-end solutions, including real-time WAN management. In fact, we have moved away from offering a product to a total solution.
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