3Com
With its corporate leadership team stabilized, 3Com boasts of growth in Asia. Success there may boost resources devoted to keeping its telephony and UC portfolios competitive in fiercely contended U.S. and Western European markets. (6/2/2009)
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Aastra
Aastra has rather quietly begun introducing new platforms to bring more development, support and marketing efficiencies. For now, splitting resources amongst its many systems challenges Aastra to keep pace with rivals’ innovations. (11/19/2009)
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Alcatel-Lucent
With realigned enterprise sales and marketing efforts Alcatel-Lucent aims for deeper enterprise market penetration through carriers. These and existing channel programs will be needed for growth in a highly competitive landscape. (8/4/2009)
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AudioCodes
AudioCodes is well established as a developer in the enterprise voice gateway space. It’s a different ballgame in adjacent markets into which the company is expanding its efforts. (7/29/2009)
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Avaya
An expanded portfolio and base of resellers are among the chief benefits of Avaya’s acquisition of Nortel’s enterprise business. But the company now has its work cut out for it with integrating new products and processes into its own. (3/11/2010)
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Cisco
With its IP PBX well established in tier-one channels to enterprise markets, Cisco is striving to become more of a software applications developer. With many rivals on the same development path, Cisco’s differentiators are mostly unchanged. (9/28/2009)
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Digium
Digium stays its course with aggressive pricing while moving the capabilities of its communications systems forward. However, most competitors have developed responses to the threats and opportunities presented by open source-based solutions. (7/10/2009)
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IBM
IBM employs a multifaceted approach to its participation in enterprise communications markets. This both broadens its opportunities and hampers its ability to focus. (9/8/2009)
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Microsoft
With OCS R2 Microsoft positions its flagship communications offering as a capable PBX replacement. Enhanced mobility, networking, conferencing and call control move it forward, but Microsoft has much R&D work ahead for OCS to match its claims. (9/28/2009)
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Mitel
Mitel's continues to invest heavily to assimilate acquired Inter-Tel assets into become a more cohesive competitor. Resources tied up in these efforts are detracting from important development innovations by the company. (10/1/2009)
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NEC
Efforts are underway at NEC to streamline its extensive PBX portfolio. The benefits to NEC in this endeavor are clear, though transitioning its large and varied base of installed legacy customers to its newest solutions will be a challenge. (8/13/2009)
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Nortel
The proposed sale of Nortel’s enterprise business to Avaya will result in a combined company with a considerable amount of product overlap. It remains to be seen what will become of the company’s enterprise communications solutions in the long term. (9/22/2009)
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ShoreTel
ShoreTel is on the move on the applications front, with partnerships shoring up its capabilities in areas such as UC and FMC. Still, its distributed solutions architecture will remain its key differentiator in the enterprise communications space. (8/18/2009)
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Siemens Entprise Communications
Siemens Enterprise continues to push forward under its partial new ownership, showing progress in tackling organizational, channel and technology challenges in a fiercely competitive market. (10/26/2009)
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• Sections
  • -Company Description
  • -Current Perspective
  • -Company Market/Sales Strategy
  • -Company Strength
  • -Company Weaknesses
  • -Recommended Competitor Action
  • -Recommended End User/Customer Actions

  Page count: 5-6 pages

• Publication date: See date at end of summary.
        Reports are updated three times a year

• ---

  Description of Sections

• Company Description
  • Up-to-date look at what markets the company competes in and what it brings to those markets. Coverage includes: main product lines, important partnerships, key clients, recent sales wins.
• Current Perspective
  • Our analysts give their assessment on whether or not the company has the technology, products & services and management team needed to compete in its markets.
• Company Market/Sales Strategy
  • What are the company’s value proposition and key differentiators. How it positions itself in the market, and against its competitors. And what are its target audiences.
• Company Strengths & Weaknesses
  • Unique tactical competitive analysis based on the specific tactics that a company is using, and in-depth analysis of its products and capabilities
• Recommended Competitor Actions
  • Who are the company's main competitors, and what actions we can expect from each competitor or the market at large.
• Recommended End User/Customer Actions
  • How customers (either end users or purchasers of this product for resale/bundling) should view the company. Should customers consider purchasing products/services from this company? What specific actions or questions should the customer pursue during negotiation phase?

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