Benchmarking the enterprise Road Warrior

Benchmarking the Enterprise Road Warrior Driving the Productivity of a Mobile Workforce April 2007 — Underwritten, in Part, by — Benchmarking the Enterprise Road Warrior Executive Summary rganizations continue to need to provide more personalized products and services to an increasingly geographically diverse customer base. Aberdeen hypothesized that this pressure requires organizations to develop and deploy solutions to empower their heavily traveling workers to be as productive and efficient on the road as they would be in the office. The results are in – enterprise mobility is significantly helping improve the productivity of Road Warriors. O Best in Class Performance Aberdeen used three key criteria to distinguish best-in-class companies. These key performance indicators (KPIs) are: workflow improvement from the use of mobile devices; relative effectiveness as compared to fixed office counterparts; and improvement in the productivity of their mobile workforce over the last two years. Best-in-class organizations showed stronger performance in all three areas, as compared to all other organizations. In fact: • • • Best-in-class organizations are “Very Highly” satisfied with the productivity of their road warriors twice as frequently as all other organizations; Best-in-class organizations rate their mobile workforce to be 50% more productive than those of all other organizations; Best-in-class organizations have increased their investment in enterprise mobility 30% more aggressively over the last two years as compared to all other organizations. Competitive Maturity Assessment Survey results show that the firms enjoying best-in-class performance shared several common characteristics with respect to their support for their road warriors, such as: • • Best-in-class organizations are over six times more likely to have some form of measurement in place to determine how productive their road warriors are; Road warriors at best-in-class organizations rate the quality of their tech support as “very high” three times more frequently than the industry average. Required Actions In addition to the specific recommendations in chapter 3 of this report, to achieve best-inclass performance, organizations must: • • Develop formal strategic processes around planning, purchasing, deploying and supporting your road warriors; Work with partner technology vendors and wireless carriers to ensure that road warriors are able to connect effortlessly to both wireless networks and VPNs. All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • i Benchmarking the Enterprise Road Warrior Table of Contents Executive Summary .............................................................................................. i Best in Class Performance ............................................................................. i Competitive Maturity Assessment................................................................... i Required Actions............................................................................................. i Chapter One: Benchmarking the Best in Class ....................................................1 Maturity Class Framework ............................................................................. 2 Best-in- Class PACE Model ........................................................................... 3 Aberdeen Insights – Part 1 ............................................................................ 4 Chapter Two: Benchmarking Requirements for Success .....................................5 Case Study: Wachovia empowers their road warriors to bring value to their customers and generate revenue............................................................ 5 Competitive Maturity Assessment.................................................................. 5 Organizational Capabilities and Technology Enablers ................................... 7 Aberdeen Insights – Part 2 ............................................................................ 8 Chapter Three: Required Actions ........................................................................9 Aberdeen Insights – Part 3 .......................................................................... 10 Featured Underwriters ....................................................................................... 11 Appendix A: Research Methodology .................................................................. 12 Appendix B: Related Aberdeen Research .......................................................... 14 All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group• ii Benchmarking the Enterprise Road Warrior Chapter One: Benchmarking the Best in Class • Fast Facts • • The number one pressure for organizations surveyed is the need to be able to maintain a certain level of customer service regardless of where their employees are. Best-in-Class organizations are “Very Highly” satisfied with the productivity of their road warriors twice as frequently as all other organizations. Best-in-class organizations rate their mobile workforce to be 35% more productive than those of all other organizations. berdeen’s November 2006 benchmark report Enterprise Mobile Adoption: a Corporate Conundrum, showed that within the next 12 months, mobile workers will account for 47% of the workforce of a typical organization. Additionally, these Figure 1: #1 Pressure Driving the Need to Empower Road Warriors organizations reported that they 59% Improving Customer Service expect monthly mobile spending 53% per mobile worker Keeping Road Warriors Efficient to increase by 20% in the same time 29% Increasing Profitability of Workforce period. Given that, Aberdeen’s latest 19% Globalization of Customer Base research shows that organizations con18% Being Physically Closer to Customers sider 30% of their employees to be 0% 10% 20% 30% 40% 50% 60% 70% road warriors (i.e.: % of Respondents those who spend Source: AberdeenGroup, April 2007 more than 25% of their time out of the office), it is apparent that as white-collar employees are becoming more mobile, productivity and effectiveness while away from their offices is becoming of critical importance. The biggest challenge is aligning business processes and technology deployments. Take for example a U.S. based $600m global insurance brokerage and risk management services firm that arms its road warriors with PDAs and global connectivity services. Their mobile workers are not hindered by any business or technology bottlenecks. Aberdeen’s latest research shows that the two greatest pressures that organizations currently face are the ability to maintain a certain level of customer service regardless of where employees are (59% of respondents) and keeping road warriors efficient at all times (53% of respondents). An important question must be asked: When 29% of all organizations surveyed do not measure and an additional 28% don’t know the productivity gains associated from mobility, does mobility improve that road warrior’s productiv- A All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 1 Benchmarking the Enterprise Road Warrior ity? Specifically is mobility delivering on its promise of consistent productivity levels no matter where employees are? Maturity Framework Key The Aberdeen Maturity Framework defines enterprises as falling into one of the three following levels of practices and performance: Best in Class (20%) —practices that are the best currently being employed and significantly superior to the industry norm Industry Average (50%) —practices that represent the average or norm Laggards (30%) —practices that are significantly behind the average of the industry Maturity Class Framework The value of mobility solutions is tied to the results they deliver. Aberdeen used three key performance criteria to distinguish Best-inClass companies from Industry Average and Laggard organizations. These key performance indicators (KPIs) are: past and present business workflow improvements, the relative productivity of road warriors as compared to office dwellers and the efficacy of the support services for road warriors. Table 1 summarizes the findings and defines “bestin-class performance” for this study. Table 1: Companies with Top Performance Earn “Best-in-Class” Status Definition of Maturity Class Best-in-Class: Top 20% of aggregate performance scorers Mean Class Performance • Are currently experiencing a 22% workflow improvement from the use of mobile devices; • Best-in-Class organizations consider their mobile workers to be 77% as effective as their fixed office counterparts; • Have seen a 16% improvement in the productivity of their mobile workforce over the last two years. • Are currently experiencing a 15% workflow improvement from the use of mobile devices; • Industry Average organizations consider their mobile workers to be 60% as effective as their fixed office counterparts; • Have seen a 4% improvement in the productivity of their mobile workforce over the last two years. • Are currently experiencing a LESS THAN 5% workflow improvement from the use of mobile devices; • Laggard organizations consider their mobile workers to be 49% as effective as their fixed office counterparts; • Have seen 3% improvement in the productivity of their mobile workforce over the last two years. Source: AberdeenGroup, April 2007 Industry Average: Middle 50% of aggregate performance scorers Laggard: Bottom 30% of aggregate performance scorers All print and electronic rights are the property of Aberdeen Group © 2007. 2 • AberdeenGroup Benchmarking the Enterprise Road Warrior Best-in- Class PACE Model “Our effectiveness is based on our ability to get new clients and keep our current clients through our ability to service them whether in the office or when traveling” Kyle Bodenstab Consultant Best-in-class use of mobile technologies contributes to all three of the key performance metrics cited above, each of which has a direct impact on organizations’ goal of increasing workforce productivity and customer satisfaction. Using the right mix of mobile technologies to achieve that goal requires a combination of strategic actions, organizational capabilities and enabling technology that can be summarized as follows: Table 2: Best-in-Class PACE Framework Pressures Actions Capabilities Enablers • Maintaining customer • Allow employees to be • Provide centralized • Cellular Data Cards satisfaction productive no matter tech provisioning, supwhere they are port and management • Laptops with built-in cellular data access • Reduce pro• Measure connectivity ject/workflow bottlesolutions’ connection • Smartphones necks success rates • WiFi enabled devices • Measure road warriors’ effectiveness as compared to traditional office dwellers • UltraMobile Computers • Global roaming services • Web-based remote access tools • WiFi Hotspot services Source: AberdeenGroup, April 2007 All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 3 Benchmarking the Enterprise Road Warrior While 86% of Figure 2: Best-in-Class Actions to Empower Road Warriors best-in-class organizations are taking acEnabling "office level" 86% productivity everywhere tions to enable “office level” productivity Improving travelers' 35% efficiency for their road warriors, industry average Reducing employee 32% downtime organizations are taking this approach only Reducing project/workflow 31% 75% of the bottlenecks time. Although industry aver0% 20% 40% 60% 80% 100% age organiza% of Respondents tions are only Source: AberdeenGroup, April 2007 slightly behind best-in-class organizations in terms of how frequently they seek to drive “office level” productivity, the key differentiator for the best-inclass is in fact tied to how they go about enabling “A key factor to the sucthat level of productivity. cess of our road warriors is the upfront time we invest in training them on how to best use the tools and devices we provide them. You can’t just give them tools and set them free.” IT Director Central European Bank Best-in-class organizations understand that, in order to provide more personalized customer service, they must improve the speed and accuracy of information throughout their value chains. Because of this, best-in-class organizations are changing how they look at their road warriors and what they can do to support those individuals to help improve overall business performance. . Aberdeen Insights – Part 1 It is important to note that enterprise mobility and the ability to leverage the technology enablers that make up the ecosystem (i.e.: cellular networks, smart phones, data cards, hotspot services, etc.) is not by itself the “holy grail” for enhancing the productivity of road warriors. In fact, even best-in-class organizations recognize that the very notion of traveling heavily will have a negative impact on the productivity of their workforce. Best-in-class organizations recognize that no single device will be able to serve all of a road warrior’s needs. That said, best-in-class organizations are providing their road warriors the suite of tools and systems they need to minimize the inherent cost of travel and in fact are enabling them to leverage their down time to be 35% more productive than all other organizations. In the next chapter, we will see what the top performers are doing to achieve these gains. All print and electronic rights are the property of Aberdeen Group © 2007. 4 • AberdeenGroup Benchmarking the Enterprise Road Warrior Chapter Two: Benchmarking Requirements for Success • Best-in-class organizations have increased their investment in enterprise mobility 30% more aggressively over the last two years as compared to all other organizations. • The IT departments at best-in-class organizations spend 10% less time preparing the tools for their road warriors as compared to the industry average. • Road warriors at best-in-class organizations are able to connect to a wireless network on their first attempt 18% more frequently than all other organizations. W hile organizations continuously look for ways to improve the operational efficiencies of their heavily mobile workers, an important correlation can be extrapolated from Aberdeen’s research around enterprise mobility and its role in employee productivity and delivering customer value. Best-in-class organizations are developing strategies and taking actions to centralize the provisioning of mobility solutions, improve travelers’ efficiency and allow road warriors to work as effectively on the road as in the office. The selection of the right mobility solutions and the integration of key technologies with broader business processes can play a crucial role in the ability to turn these strategies into improved workforce productivity and thus customer satisfaction. Case Study: Wachovia empowers their road warriors to bring value to their customers and generate revenue Wachovia Corporation (NYSE: WB) operates as a bank holding company. It engages in capital management, the general bank, wealth management, and the corporate and investment bank businesses. The company provides various commercial and retail banking, and trust services through full-service banking offices in the United States. The bank has been increasingly focusing on its mortgages and home services business. In order to drive additional customer value, thus increasing revenues from that business, the bank has been aggressively deploying an outside sales force that can go directly to an individual’s home to work with them on home lending options. To do that, the bank’s IT departments has been extensively deploying wireless data cards and smart phones. With these tools, the sales force is now able to provide their customers real-time data on mortgage rates and the status of their loans. They are also working currently on mobilizing certain financial applications to provide even deeper levels of customer information for their sales teams. The bank believes that when they are able to get to the customer first, they have a significantly better chance to close more business. Competitive Maturity Assessment Survey respondents fell into one of three categories – Laggard, Industry Average, or Best in Class — based on their characteristics in five key categories: (1) process (centralizing policies for remote workers and road warriors); (2) organization (centralized technology provisioning and reimbursement for road warriors); (3) knowledge (remote (over the air) device/security management and backup); (4) technology (selection of appropriate tools and intelligent deployment of those tools); and (5) performance management (ability of the organization to measure the benefits of technology deployment and use the results to improve key processes further). Fast Facts All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 5 Benchmarking the Enterprise Road Warrior In each of these categories, survey results show that the firms exhibiting best-in-class characteristics also enjoy best-in-class performance (Table 3). Table 3: Competitive Framework Best-in-Class Process Organization 72% 73% 79% Average 66% 61% 72% 57% 39% Laggards 52% 58% 71% 43% 38% • 68% use web based remote access tools • 31% global roaming/connectivity services • 57% use cellular data cards • 54% use WiFi hotspot services • 79% use smart phones • 75% don’t know or don’t measure the productivity of their mobile workforce • 48% track the number of help desk calls made by road warriors • 4.5 help desk calls per road warrior per month Centralized policies for remote workers and road warriors Wireless plan reimbursement for mobile workers Centralized technology provisioning for road warriors Remote (over the air) security management Knowledge Management 62% 52% Remote (over the air) device management and backup Wireless and mobile technologies currently in use Technology Usage Performance Management • 85% use web based • 70% use web based remote access tools remote access tools • 58% global roam• 46% global roaming/connectivity sering/connectivity services vices • 50% use cellular data • 61% use cellular data cards cards • 66% use WiFi hot• 62% use WiFi hotspot services spot services • 89% use smart • 80% use smart phones phones Road Warrior Performance • 9% don’t know or don’t measure the productivity of their mobile workforce • 90% track the number of help desk calls made by road warriors • 3.5 help desk calls per road warrior per month • 53% don’t know or don’t measure the productivity of their mobile workforce • 86% track the number of help desk calls made by road warriors • 4.4 help desk calls per road warrior per month Source: AberdeenGroup, April 2007 All print and electronic rights are the property of Aberdeen Group © 2007. 6 • AberdeenGroup Benchmarking the Enterprise Road Warrior It is important to note the correlation between mobile productivity and the measurement of that performance. Best-in-class organizations are over six times more likely to have some form of measurement in place to determine the efficiency of their road warriors are. Organizational Capabilities and Technology Enablers “Part of our culture - particularly concerning email – is that you can expect a response within a few hours….Where you are sitting shouldn’t matter anymore. Effective Work is an activity, not a place anymore.” The essential ingredients of a well-leveraged Global Networking Manufacturer strategy for empowering road warriors are the technologies that come together to form a working solution and the qualities of the organization that give it the ability to turn those technologies into a competitive advantage. These are: • Formal policies. Best-in-class organizations are adopting formal organizational policies for road warriors and mobile workers. Formalized thought processes make best-in-class organizations 32% more likely than all the other organizations to increase the percentage of the IT budget invested on mobility. Centralized provisioning/reimbursement. The majority of best-in-class organizations has internal procedures in place for reimbursing their road warriors as well as centralized technology and mobile solution provisioning. That standardization allows for best-in-class organizations to be very satisfied with their connectivity services almost twice as frequently as all others. Remote maintenance and updates. The time mobile workers spend on the road has increased over 12% in the last two years. Best-in-class organizations are adopting solutions for remote maintanance and security management 60% more frequently than laggards to ensure that data integrity. Global connectivity solutions. Best-in-class organizations are adopting global connectivity/roaming services which result in increasing the effectiveness of their mobile workers 2.5 times more than for all the other organizations. Senior Executive, • • • All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 7 Benchmarking the Enterprise Road Warrior Aberdeen Insights – Part 2 Mid-sized organizations (those with $50m to $1b in revenue) stated that serving customer needs was as important to them as the overall survey base. However, looking at their investments in enterprise mobility, we see that mid-sized organizations spend almost 30% less on mobility than do best-in-class organizations. This lower level of investment in enterprise mobility reflects itself in the productivity of their road warriors, as best-in- Figure 3: Investment in Mobility vs. Road Warrior Productivity class organizations’ road warriors are 50% 56% Performance of Road Warriors as compared more effective to office dwellers 77% than those in mid-sized organizations. % of IT Budget on Mobility 9% 13% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Best in Class organizations Mid-Sized organizations Source: AberdeenGroup, April 2007 All print and electronic rights are the property of Aberdeen Group © 2007. 8 • AberdeenGroup Benchmarking the Enterprise Road Warrior Chapter Three: Required Actions Fast Facts • • Best-in-class organizations spend 50% more time than laggards training their road warriors on how to most effectively use their mobile tools. Road warriors at best-in-class organizations rate the quality of their tech support as “very high” three times more frequently than the industry average. hether a company is trying to move its performance from “Laggard” to “Industry Average,” or “Industry Average” to “Best in Class” by using mobile technologies, the following actions will help spur the necessary performance improvements in their road warriors: W Laggard Steps to Success 1. Centralize your mobile strategy Develop formal processes around planning, purchasing and support to ensure consistent usage costs and experiences. Centralized purchasing can also provide financial benefits from the wireless carriers and solution providers. 2. Deploy the right mix of devices and tools for your workforce Best-in-class organizations are more selective than all other organizations in determining which road warriors can benefit from having a wireless data card. A “one size fits all” approach to mobility can not ensure optimal workforce performance. In fact, assuming that a road warrior simply needs a smart phone to be “more” productive doesn’t take into account the fact that the devices are most effective for very specific tasks. Work with your lines of business to better understand what tools each class of road warrior will need. Recommendations for Industry Average 1. Develop measurement plans to track the impact of mobile technologies on your road warriors All IT projects need to have clearly defined objectives and ways to measure their success. Mobility and the effectiveness of an organization’s road warriors are no different and in fact require even more rigorous measurement plans. Determine what are the key performance metrics driving your organization to adopt mobile technologies. With that, develop a measurement plan to see how those tools tangibly impact the performance of your road warriors. 2. Increase your investments on supporting your road warriors Best-in-class organizations invest 20% more than the industry average on their mobile workforce. The investments are not focused solely on technology, but include training and support. By increasing your investments in this increasingly important sector, you are ensuring that your road warriors will truly have the support they need to be as effective on the road as in the office. All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 9 Benchmarking the Enterprise Road Warrior Recommendations for Best-in-Class 1. Improve your connectivity While best-in-class organizations have the greatest performance levels from their road warriors, there is still room for improvement. Work with your partner technology vendors and wireless carriers to ensure that your road warriors are able to connect effortlessly to both the wireless network and your organization’s VPN. 2. Look beyond messaging and explore ways in which your organization further empower its road warriors Mobility is driving a paradigm shift in terms of the flexibility organizations will need to have in order to remain close to their customers and thus profitable. Make sure you continue to explore ways in which you can bring more content (i.e.: CRM, Dashboards, etc.) to the fingertips of your road warriors in order for them to bring greater value to their partners, customers and prospects. Aberdeen Insights – Part 3 Aberdeen’s research has shed light onto the question of mobility delivering on its promise of ensuring productivity for the mobile workforce. Best-in-Class organizations that have enabled the proper centralized business processes in conjunction with the appropriate technologies have been shown to effectively leverage these technology enablers to improve their business processes thus improving their mobile workforce’s productivity. The key to mobile success and to empowering road warriors is to move beyond a tactical approach of adding mobility to an organization and moving towards a cultural mindset of mobilizing a workforce. All print and electronic rights are the property of Aberdeen Group © 2007. 10 • AberdeenGroup Benchmarking the Enterprise Road Warrior Featured Underwriters This research report was made possible, in part, with the financial support of our underwriters. These individuals and organizations share Aberdeen’s vision of bringing fact based research to corporations worldwide at little or no cost. Underwriters have no editorial or research rights and the facts and analysis of this report remain an exclusive production and product of Aberdeen Group. Intel, the world leader in silicon innovation, develops technologies, products and initiatives to continually advance how people work and live. For additional information about Intel: Intel Corporation 2200 Mission College Blvd., Santa Clara, CA 95052 (408) 765-8080 www.intel.com/pressroom Motorola Good Technology Group makes mobile computing easy and essential for everyone. Good™ Mobile Messaging (formerly GoodLink), Good Mobile Intranet, and Good Mobile Defense, securely extend IBM Lotus® Domino®, Microsoft® Exchange, and other enterprise systems to a variety of the most popular smartphones and networks. Good's software and managed service deliver a rich user experience, low total cost of ownership through Secure Over-TheAir™ management, industry-leading security and enterprise-class support and service. For additional information about Motorola Good Technology Group: Motorola Good Technology Group 4250 Burton Drive, Santa Clara, CA 95054 408-327-6147 www.good.com drudolph@good.com All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 11 Benchmarking the Enterprise Road Warrior Appendix A: Research Methodology I n March 2007, the Aberdeen Group captured more than 403 qualified respondents in a quantitative online survey about the link between productivity and unified communications. Aberdeen supplemented this survey effort with telephone interviews with select survey respondents, gathering additional information on strategies, experiences and results. Survey respondents can be characterized as follows: • Job title/function: The research sample included respondents with the following job titles: C-Level (CEO, CFO, CIO, COO, etc), vice president, director, manager, staff, consultant, other. 18% are C-level, 21% are vice presidents or directors, 29% are managers, 32% are staff, consultants or other. Industry: Responses were received from 32 different industry sub-segments, with some respondents reporting servicing multiple industry sub-segments. A sampling of responses includes: 24% high technology including computers, components and software, 24% from finance, healthcare and real estate and 28% being telecom service providers. Geography: Responses were received from all geographic areas of the world – 49% from North America, 40% from EMEA, 10% from Asia/Pacific, 1% from South and Central America. Company size: 38% from large enterprises (> US$1 billion); 25% from midsize enterprises (revenues between $50 million and $1 billion); and 37% of respondents were from smaller businesses (annual revenues of $50 million or less). • • • All print and electronic rights are the property of Aberdeen Group © 2007. 12 • AberdeenGroup Benchmarking the Enterprise Road Warrior Table 4: PACE Framework PACE Key Aberdeen applies a methodology to benchmark research that evaluates the business pressures, actions, capabilities, and enablers (PACE) that indicate corporate behavior in specific business processes. These terms are defined as follows: Pressures — external forces that impact an organization’s market position, competitiveness, or business operations (e.g., economic, political and regulatory, technology, changing customer preferences, competitive) Actions — the strategic approaches that an organization takes in response to industry pressures (e.g., align the corporate business model to leverage industry opportunities, such as product/service strategy, target markets, financial strategy, go-to-market, and sales strategy) Capabilities — the business process competencies required to execute corporate strategy (e.g., skilled people, brand, market positioning, viable products/services, ecosystem partners, financing) Enablers — the key functionality of technology solutions required to support the organization’s enabling business practices (e.g., development platform, applications, network connectivity, user interface, training and support, partner interfaces, data cleansing, and management) Source: AberdeenGroup, April 2007 Table 5: Competitive Framework Competitive Framework Key The Aberdeen Competitive Framework defines enterprises as falling into one of the three following levels of MOBILITY practices and performance: Best-in-class (20%) — Mobility practices that are the best currently being employed and significantly superior to the industry norm, and result in the top industry performance. Industry norm (50%) — Mobility practices that represent the average or norm, and result in average industry performance. Laggards (30%) — Mobility practices that are significantly behind the average of the industry, and result in below average performance Source: AberdeenGroup, April 2007 Table 6: Relationship between PACE and Competitive Framework PACE and Competitive Framework How They Interact Aberdeen research indicates that companies that identify the most impactful pressures and take the most transformational and effective actions are most likely to achieve superior performance. The level of competitive performance that a company achieves is strongly determined by the PACE choices that they make and how well they execute. Source: AberdeenGroup, April 2007 All print and electronic rights are the property of Aberdeen Group © 2007. Aberdeen Group • 13 Benchmarking the Enterprise Road Warrior Appendix B: Related Aberdeen Research Related Aberdeen research that forms a companion or reference to this report includes: • • • • • Benchmark Report: Improving Customer Satisfaction through Unified Communications, March 2007 Benchmark Report: Mobile VoIP: Fixed/Mobile Convergence in the Enterprise, February 2007 Benchmark Report: The Real Cost of Enterprise Wireless Mobility, January 2007 Benchmark Report: Enterprise Mobile Messaging, December 2006 Benchmark Report: Enterprise Mobile Adoption: A Corporate Conundrum, October 2006 Information on these and any other Aberdeen publications can be found at www.Aberdeen.com. Aberdeen Group, Inc. 260 Franklin Street Boston, Massachusetts 02110-3112 USA Telephone: 617 723 7890 Fax: 617 723 7897 www.aberdeen.com © 2007 Aberdeen Group, Inc. All rights reserved April 2007 Founded in 1988, Aberdeen Group is the technologydriven research destination of choice for the global business executive. Aberdeen Group has over 100,000 research members in over 36 countries around the world that both participate in and direct the most comprehensive technology-driven value chain research in the market. Through its continued fact-based research, benchmarking, and actionable analysis, Aberdeen Group offers global business and technology executives a unique mix of actionable research, KPIs, tools, and services. The information contained in this publication has been obtained from sources Aberdeen believes to be reliable, but is not guaranteed by Aberdeen. Aberdeen publications reflect the analyst’s judgment at the time and are subject to change without notice. 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Unless otherwise noted in the Purchase Agreement, the entire contents of this publication are copyrighted by Aberdeen Group, Inc., and may not be reproduced, stored in another retrieval system, or transmitted in any form or by any means without prior written consent of the publisher. Unauthorized reproduction or distribution of this publication, or any portion of it, may result in severe civil and criminal penalties, and will be prosecuted to the maximum extent necessary to protect the rights of the publisher. The trademarks and registered trademarks of the corporations mentioned in this publication are the property of their respective holders. All information contained in this report is current as of publication date. Information contained in this publication has been obtained from sources Aberdeen believes to be reliable, but is not warranted by the publisher. Opinions reflect judgment at the time of publication and are subject to change without notice. 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