ENTERPRISE - Nebula...ENTERPRISE MOBILE MANAGEMENT • +*/% !. 5 Vendor products for mobile services Mobile services are typically offered and priced in the following areas: • Contract

CONSIDERATIONS FOR LARGE ENTERPRISES OPERATING IN SOUTH AFRICASEPTEMBER 2012

ENTERPRISE MOBILE MANAGEMENT

NEBULA :: ENTERPRISE MOBILE MANAGEMENT • Considerations for Large Enterprises Operating in South Africaii

CONTACTNEBULA

SOUTH AFRICA

LEGALDISCLAIMER

WESTERN CAPE

Tel: +27 (0)21 555 3227Fax: +27 (0)21 551 0676

Address: 1 Ceres Road Milnerton 7441

Postal: PO Box 7100 Roggebaai 8012

E-mail: [email protected] GAUTENG

Tel: +27 (0)12 661 0400Fax: +27 (0)12 661 0650

Address: Unit 1001, 1st floor 267 West Street Building 267 West Avenue Centurion 0157

Postal: Postnet Suite 43 Private Bag X108 Centurion 0046

E-mail: [email protected]

Article content is not intended to answer specific questions or suggest suitability of action in a particular case. Comments or questions about the article may be directed to the author at [email protected].

ENTERPRISE MOBILE MANAGEMENT • Considerations for Large Enterprises Operating in South Africa :: NEBULA1

Introduction ........................................................................ page 2

Enterprise Considerations .................................................page 4

Services and Service Providers ........................................page 17

Enabling Your Mobile Strategy ........................................page 21

CONTENTSECTIONS

NEBULA :: ENTERPRISE MOBILE MANAGEMENT • Considerations for Large Enterprises Operating in South Africa2

SIGNIFICANCE OF MOBILE MANAGEMENT IN LARGE ENTERPRISES

The scope and volume of mobile services within large enterprises is increasing as industry trends drive a wider range of business applications for mobile services.

Mobile services are being more widely deployed and utilised in the following areas in businesses

At the same time, the complexity of managing these services presents a growing challenge as large enterprises strive to address the key mobile management goals in their respective companies…

• Enabling the appropriate range of mobile services to support business requirements

• Managing and optimising the costs for all mobile services• Facilitating mobile service integration into information

technologies and business processes• Maintaining compliance with company policy and security

requirements

INTRODUCTION

Devices Applications

Mobile phones, tablets and laptopsVoice, email, web browsing, company

mobility applications (e.g. sales), messaging/notifications

POS / ATM

Network connectivity and data communications

Other M2M (Machine to Machine)e.g. billboards, cold storage, vehicle

tracking, kiosks, etc.


MOBILE STRATEGY COMPONENTS

INTRODUCTION Trends in the mobile services landscape support the need for a more focused approach to enterprise mobile management:

Developing and improving practices in enterprise mobile management will allow large organisations to satisfy their business’ requirements for mobile services and to ensure that mobile costs are optimised and policy standards are met.

Managing these goals, while at the same time taking advantage of the trends within the mobile services area, will drive large enterprises towards getting the best return on their mobile service expenditure.

Driver Trends

Business demand for mobile services

Increasing number of mobile business applications and an increase in the per-user / device usage of mobile voice and data services.

Service provider spread of offerings

Broader range of service providers. Service providers that currently offer mobile services also offer fixed services and a broader range of ICT services (and vice versa).

Changes in service bundling and pricing

Competition increasing in the business market for mobile services. Service providers are offering a combination of fixed / mobile plans, volume discounts, group bundles, on-net discounts, device funding options, convergence bundling and more.

Integration into unified communications and mobility strategy

Companies are implementing unified communications and mobility strategies, and need to integrate their mobile services into these strategies. Mobile services require integration into standardised and unified technology platforms and business applications.

Alignment with business value proposition or multi-channel strategy

Mobile-as-a-channel is being more widely offered to customers to support initiatives such as mobile payments, mobile banking, customer services, self-service, sales, etc. This strategy can be used to support both in-bound and out-bound channels as well as internal collaboration efforts.

Consumerisation of IT / BYOD (Bring Your Own Device)

The consumerisation of IT leads to internal users buying their own devices (BYOD trend) and the challenge of supporting a range of hardware and software standards across the organisation. The complexity and costs of security management are also increased.

Information security requirements

Mobile users gain access to more customer and company information and the requirements for information security from legislation and corporate governance standards increase. Data and information management practices also need to extend to mobile services.

Business efficiency standards

Increasing pressure to control costs and to ensure that mobile services improve the efficiency of business processes. Mobile strategies and on-going mobile management and reporting become part of IT and business management practices.


DEFINING AND UNDERSTANDING MOBILE SERVICES

End-user and network- / machine-based services

The mobile services that are most widely in use in large enterprise are mobile network based services that are used to support individual employees (or users) in the organisation for access to mobile voice and data services from a phone, tablet or laptop.

Many of the management considerations for mobile services are also applicable to managing mobile network connectivity services and M2M (Machine to Machine) deployments. Some of the differences in characteristics between the two mobile service areas are provided below

ENTERPRISE CONSIDERATIONS

User-based mobile services Network- / machine-based mobile services

Device non-standardised (BYOD) Device standardised

Less control over usage and costs More control over usage and costs

Less control over security More control over security

Controlled by employee, IT, security and access policies

Controlled by service and performance specification

Person-to-person (calls and messaging) Person to web / application

M2M (Machine-to-machine) data and messaging

End-user device / application management

Network device / application management

Influenced by personal preferences Influenced by technology standards

Flexible business process / unified communications integration

Rigid business process and system integration


Vendor products for mobile services

Mobile services are typically offered and priced in the following areas:

• Contract (post-paid) and pre-paid or top-up plans for tiered, volume-based voice and data usage

• Various types and speeds of mobile data access including 3G, HSPA, etc.

• Messaging services including individual messaging (SMS or MMS), bulk outbound or inbound messaging and premium inbound services

• Other value-added communications services such as roaming, conferencing, voice mail, unified messaging, video calling, etc.

• Application services including USSD, WAP / hosted applications and location based services. Mobile applications for various environments including research surveys, field force automation, etc.

• APN (Access Point Name) mobile network access service – to securely allow authenticated users to access a corporate mobile network and hosted services

• SIM and phone management, including SIM and user / device allocations, SIM swop-outs, phone replacement and management, inventory and insurance management

Management and reporting services including for the following areas:

• MMS and SMS web portal and reporting• APN access and usage• User and M2M usage analysis• User, device and service contract configuration and optimisation• Policy, usage rights, billing and charge-out• Cellphone device management



BUSINESS ENABLEMENT AND USE-CASES

In order to exploit mobile services, large enterprises need to identify the high-value business opportunities for mobile services within an organisation. This is best achieved by linking the mobility initiatives to performance improvement objectives through a process that addresses the following outcomes:

Mobile service business benefits

The opportunities for utilising mobile services are going to differ from industry to industry. However organisations are typically looking to gain benefits in the following areas when deploying mobile services or enabling mobility in their respective industries:

• Improving customer service levels• Growing sales• Increasing competitiveness• Improving internal productivity• Reducing operating costs• Improving supply chain efficiency• Increasing employee satisfaction



Industry specific use of mobile services

These performance improvement opportunities will be driven by key business processes that are specific to various industries.

For example, in retail environments, enterprises would be looking to see where and how mobile services management could improve performance and productivity across areas such as:

• Logistics and supply chain• Forecasting• Merchandising • Store operations• Customer sales, service and loyalty

In banking environments, enterprises would similarly want to understand how mobile services can support internal business processes, collaboration and customer-facing processes across areas such as:

• Retail banking• Lending• Mortgage• Issuing and acquiring• Wealth management



Prioritising mobile opportunities

Once organisations have identified the key benefit areas for utilising mobile services, the next decisions are often about identifying the functional areas that are most likely to drive those benefits and specifying the use-cases that will drive the benefits.

Large enterprises should understand the benefit areas across their business processes and maintain a profile of the specific opportunities and use-cases that will drive those benefits. These opportunities should include an indication of the high-level financial benefits to help prioritise those opportunities.


Business Benefit Area

Business Processess

Imp

rove

cus

tom

er

serv

ices

& lo

yalt

y

Gro

w s

ales

Incr

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C

olla

bo

rati

on

Imp

rove

inte

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p

rod

ucti

vity

Imp

rove

ind

ustr

y co

mp

etit

iven

ess

Executive

Marketing, advertising, PR

SalesBenefit description

Indicative value

Applicable mobile service

Applicable user(s) / device(s)

Customer services

Operations, field and fleet services

Finance, debtors

Procurement / supply chain

IT

HR, learning


DEPLOYMENT AND OPERATING MODELS

Internal deployment models

Large enterprises with a high demand for mobile services will need to consider the most suitable deployment options for user- and machine-based mobile services.

For machine-based services, the deployment model will involve SIM-based subscription services that do not require the usual phone device subsidisation model that is bundled with many contracts. These messaging or communication services are then deployed according to the standard configuration or build for that service architecture (e.g. ATM or POS).

In many cases for machine-connectivity services, large enterprises will make use of multiple vendors and dual SIMs to improve overall access network availability.

Deployment options for user-based services

For user-based services, many large enterprises have a range of options that they can deploy. While some organisations stick to a single model for all users, other large enterprises accommodate a range of deployment models to address different business requirements and company cultures.

Deployment model variables can allow for a great variety of deployment configurations. Large enterprises have to evaluate and decide on those configurations that best suit their specific requirements.

Decisions around the user deployment model will determine the extent of decision making, control and ownership across the user and company in the following areas:


Business Processess Strategy Example Options

Decision Making,

Ownership and Control

Service providers

Single, dual or multiple

MTN, Nashua Mobile, Telkom, Vodacom

Company, user or line

management

Device and operating systems

Apple, Nokia, Samsung, RIM, iOS, Android,

Symbian, Blackberry

Contract type

Individual or bundled volume-based contracts for voice and / or data

servicesContract or pre-paid

Service selection builds Voice, messaging, web, email, applications

Usage / expenditure limits

Private or business usage limits

Voice or data service-based limits


Options are in many cases configured based on either the function or role of the user or their job level.

A typical mobile profile will define the configuration for a specific user-profile, using some of the following information…• Job role• Role description• Applicable deployment model• Business Unit requirements• Device types ■ Access to internal network and systems, for example: - Voice outbound – local, national or international or company-internal numbers only - Voice inbound only - SMS, MMS - Email, business applications (specify), web browsing ■ Usage volumes (bundles) – agreed volume of minutes and data usage by user role• Expense limits and cost recovery• Security standards

It is also common that individual business units will request unique deployment models or options. These requests to allow business unit exceptions to corporate deployment models will need to be reviewed against the following considerations:

• Alignment with the corporate deployment model• Alignment with the corporate policy• The impact on planned budget for that expense item – on

corporate and divisional level• Compliance to security requirements• The impact on management support structures, including

support for multiple usage profiles, devices and mobile operating systems

• The impact on user satisfaction and expectations

In many of these areas, the company will have to decide whether they accommodate single, dual or multiple options for that area. For example, a company could only allow a single service provider and multiple device / operating system combinations, or vice versa.

Based on the business case or mobile use-cases across the different business environments, the company will determine the range and nature of deployment options they will allow in their organisation.



Mobile management complexity

The number of deployment combinations that a company permits will need to be considered against the business value of multiple deployment combinations and the increasing complexity and costs in the following areas:

• User support• Security controls• Application and service integration• Policy management• Expense management and reconciliation• Vendor management




Management operating models

As mobile services grow in usage and complexity, companies will have to mature their mobile management and reporting capabilities. Decisions will need to be made about the extent to which mobile management services are centralised or decentralised on either a regional or business unit level.

The pros and cons of enabling mobile management services internally, through the mobile service providers or by making use of companies that specialise in telecommunications and mobile management services will differ within each large enterprise. Some of the general considerations across the choices for management operating models are provided below:

In-source (IT, sourcing, finances)

Outsource – mobile service provider

Outsource – mobile management service

No single view of the mobile service. Difficult to co-ordinate across internal

functions

Vendor-focused view of mobile services

Lack of alignment with internal policy and

financial management objectives

Single integration of order management, user

support, financial and vendor management

activities

Multiple interfaces with multiple vendors

Difficult model with multi-vendor strategy

Established interfaces into multiple vendors

Access to industry best practices and latest vendor

offerings

Expertise in offering mobile services vs. offering enterprise mobile service

management

Industry-specific understanding and expertise in mobile

management services

Lack of access to purpose-built processes and tools

Vendor-aligned processes and tools

Access to purpose-built processes and tools

IT, business or sourcing aligned view of cost

efficiency and compliance

Vendor-aligned view of cost efficiency and

compliance

Independent view on cost efficiency and compliance



Mobile management responsibilities

As mobile services become more integrated into enterprise systems and business processes, the IT function is increasing its oversight of mobile services. Business divisions, however, still desire independence in determining business requirements and acceptable expenditure and usage policies while financial managers are continually seeking ways to manage and reduce expenses.

To maintain the proper roles to support business requirements, technology integration, costs and security objectives, large enterprises will need to align their mobile management functions within their capabilities and specific organisational structure and culture.

High-level functions will need to be defined as processes and allocated to the appropriate roles.

Appropriate Roles

High-level Functions

Cen

tral

ised

(IT

, H

R, F

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ce,

So

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ng, e

tc.)

Bus

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anag

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Mo

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Ser

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P

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Mo

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M

anag

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ervi

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Policy Management

Service Provider and Contract Management

Financial Management

Service / SLA Management

User Management

Compliance Management

Reporting and Exception ManagementPlatform and Device Management

Security Management



MOBILE MANAGEMENT BEST PRACTICE

Best practice for mobile management begins with making sure that the enterprise has an accurate baseline of users, mobile services, devices, contracts and costs.

Secondly, a sound understanding of internal management priorities and concerns for mobile services will assist in determining the relative importance of the best practice areas for mobile management.

Operational mobile management best practices

Some of the key operational management best practice areas are provided here for reference. These areas and related processes need to be assessed to determine their existence and the effectiveness of those processes in meeting the company’s mobile management objectives and standards.

Best Practice Area Processes Maturity

Mobile baseline profile management

Includes mobile baseline auditing and on-going maintenance and

management of the mobile baseline for users, services, devices, costs,

etc.

Needs to be reviewed to determine• existence of processes • effectiveness of

processes• realisation of business

objectives - business enablement - costs and efficiency - security

Management interfaces

Includes the structures and processes for interaction with IT,

finances, line management, service providers and users

Financial management and

control

Includes expense budget forecasting and expense control, invoice and cost validation and

reconciliation, cost charge-out and cost recovery

Operations management

Includes fault management, service provisioning, IMACDs, user support, change and problem management

Service delivery management

Includes service provider contract and service level management

Capacity and compliance

management

Includes standards determination and implementation, configuration, performance and capacity reviews

Continuous service

improvement

Includes on-going analysis of the mobile environment and industry,

proactive monitoring and reporting on improvement opportunities and

implementing improvement and cost saving initiatives

Reporting and compliance

Includes executive level mobile service reports, expenditure and

cost allocation analysis, usage and policy compliance reporting



The integration of these operational management practices into external service providers and internal financial and HR functions is also an important element for achieving best practices. Integration of reporting, tools and processes into these environments supports some of the following activities:

• HR – policy governance, employee and user validation• Finances – charge out and expense validation, budget and

expense tracking• Service providers – invoice recon, disputes, support escalation,

orders



Strategic mobile management best practices

On a more strategic level, a different view of best practices will provide an indication of the extent to which an organisation is managing its mobile strategy.

Capability Area Capability Review

Managing Mobile

Services

Strategy Does your company have a documented strategy for its mobile services?

Objectives and performance targets

Has your company set performance targets for its mobile services?

BenchmarkingHas your company done a benchmarking exercise of its costs for mobile calls and mobile data services in the past 12 months?

Managing Mobile Service

Providers

Service provider capabilities

Has your company conducted a review of the leading mobile services providers and their services in the past 12 months?

Mobile sourcing and partner strategy

Does your company have a sourcing or partner strategy for its mobile service providers?

Service provider SLA or performance

targets

Has your company established performance targets for its mobile service providers?

Managing Mobile

Business Benefits

Cost and benefit tracking

Does your company financially quantify and track the business benefit of its mobile services?

Mobile evaluation criteria

Does your company have predetermined and documented evaluation criteria for mobile service providers and mobile service offerings?

Service contracting Does your company have contracting guidelines for mobile service offerings?

Mobile Management

Operating Models

Mobile baseline maintenance

Does your company maintain an accurate and up-to-date baseline of users, devices, services and service usage for all mobile services?

Roles and responsibilities

Has your company reviewed roles and responsibilities for the delivery and management of mobile services in the past 12 months?

User profiles and service catalogues

Does your company have an up-to-date service catalogue with supporting service levels for all mobile services?

Managing Risk and Security of Mobile Services

Risk and security assessment

Has your company conducted a risk assessment and set security standards for all its mobile services?

Risk and security compliance

Does your company conduct risk management reviews and audits of compliance to usage and security policies?

Service provider riskDoes your company monitor the risk and security measures of your mobile service providers?


SERVICES & SERVICE PROVIDERS

MOBILE SERVICES SCOPE

Developing a strong understanding of the scope and nature of mobile services puts an organisation in a stronger position to get the best fit for their business requirements and to get the best deal from their service provider.

The range and description of mobile services offered by leading providers that serve the South African market include the following areas and service types:

Service Area Services

Subscription Packages

Voice post-paid plans (available at per min and per sec billing), Voice top-up / prepaid plans (per min billing and Business Shared Voice Plans), Voice closed user groupsBlackberry business packagesIndividual handset packagesBlended packages with fixed servicesData packages (contract or top-up)

Data and Messaging Services

Mobile broadband3G4G / LTEHSDPAHSUPAEdgeSMS outboundPremium rate inbound SMSSMS Gateway / bulk SMS with web portal for management and reportingSMS 2 email, email to SMSMMSBulk MMS with web portal for management and reporting

Additional Mobile Services

Voice mailEnhanced voice mailWeb-based mail management (voice, video, fax)Conference CallVideo callingMVoIPMobile toll freeInternational dialling and roaming

Business ServicesLocation based servicesUSSD services (e.g. survey management)Mobile business applications (e.g. field service management)

APN

Business data APN (forward billed)Business data APN (reverse billed)Business data APN (secondary APN)Multi-network peering links

SIMDual SIMMobile presence management (single number)SIM replacement and management

Phone Phone insurance Phone replacement and management

Billing, Reporting and Management

Usage and call management (e.g. limit locks)Cell phone locking and blacklistingUsage and billing reportingHierarchy billingSplit billingTariff optimiserMobile self-serviceSelf-management portal - configuration, administration, management and reporting



MOBILE SERVICE PROVIDERS

Mobile service providers differ in their core capabilities and the range of services they offer. Some of them have international partnerships and others might have better coverage in selected African countries. Some providers will have good coverage in an Africa sub-region and no coverage in South Africa while others will have good South African coverage, but little to no coverage in other African countries.

In the South African market, service providers will fall into one of the following categories:

• Traditional fixed line provider – e.g. Telkom• Traditional mobile network services provider – e.g. MTN and

Vodacom• Multiple network service provider – e.g. Nashua Mobile

There are company-specific factors that may favour adopting any of these types of providers, or that may influence a single or multiple service provider approach; but in any case, the primary supplier should be evaluated against some of the following considerations:

• National (or African multi-national) coverage• Ability to provide converged services• Support for business and system integration requirements• Extent of other services already provided – e.g. network services• Flexibility of product, bundle and pricing combinations• Service levels and support structures



Some of the other services that may be provided by the telecommunications or mobile service provider, and that should be considered in mobile sourcing initiatives, include the range of IT infrastructure services in the following areas:

Connectivity and Network

Terrestrial connectivity:

• X.21• Dsl• Fibre

Wireless connectivity:

• GSM• Satellite• Point-to-point microwave• Shared spectrum wireless

Network:

• VPN - fixed• APN - mobile

Hosting

Infrastructure and service hosting:

• Basic hosting or co-location• Managed hosting• Virtual hosting• Cloud services – private, community or public or hybrid

Voice and Communications

Voice access, network and services:

• Fixed voice access• SIP trunking• VoIP• PBX• Messaging• Conferencing• Call centre• Unified communications



SOURCING MOBILE SERVICE PROVIDERS

In sourcing a service provider or multiple service providers, it is important that the following factors are understood internally, and then used as a basis to formulate requirements for the service providers and their respective solution offerings:

As stated earlier, large enterprises will need to align their mobile service sourcing efforts with the following strategies:

• Supplier sourcing strategy - single, dual (primary vs. secondary / back-up), all (to get maximum access coverage), requirement specific

• ICT Services alignment - alignment of service provider and service offerings with other services, including network, mobility and other telecoms areas

• Mobile management operating model - in-source vs. outsource, centralise vs. decentralised, functions, service provider or independent management

Voice and Data Contract

Contract ownershipPredicting accurate usage volumesBundling of volumes (voice and / or data)Usage-based billingMobile voice and data usage (and destination / on-net) analysisBenchmarking unit prices (minutes and gigs)

Devices

Level of device (and application) standardisationBYOD (Bring Your Own Device) policyContract (and device) ownershipSecuritySingle vs. multiple device / SIM strategy

Network, Communication and Application Services

APN and usage-based billingSecurity managementHosted applicationsUser profiles and use cases


ENABLING YOUR MOBILE STRATEGY

WHAT THIS MEANS FOR LARGE ENTERPRISES

Large enterprises should develop their own catalogue of services that should be considered for mobile services and maintain an on-going, high-level strategy and business case for the deployment and optimisation of mobile services.

EnterpriseMobile

ServicesScope

Business andTechnology

Drivers

Service ProviderCapability Review

High-LevelMobile

Strategy, BusinessCase andOperating

Models

InternalCapability

Review



FEASIBILITY AND BUSINESS ENABLEMENT

When reviewing or renewing your service providers and technology, Nebula proposes a structured methodology and approach which is independent of both internal and external vested interests and that aligns with your investment, sourcing and governance requirements.

The Technology Business Enablement (TBE®) lifecycle is a structured methodology to enhance and protect your decision support process:

Telecoms Business Enablement® (TBE)

Nebula offers a Telecoms Business Enablement® methodology, which covers the structured selection, planning and implementation of telecoms services or products from a vendor or service provider. It can originate as part of a Telecoms Optimisation Programme® (TOP) or Telecoms Strategic Decision Framework® (TSDF) Project, as a result of the recommendations of either, or as a standalone engagement.

Secondly, TBE® entails the development and customisation of the best-fit operating model needed to manage and support the new services and business function within the client’s telecoms environment (a choice between managed services, business process outsourcing, traditional outsourcing or a hybrid model).

The Nebula TBE® methodology follows a six-phased approach:

Phase 1: Feasibility analysis and approvals

During this phase, the case for change in the client’s telecoms environment is examined, along with its impact and the organisation’s buy-in and readiness. Nebula supports the executive in its approval of the proposal and helps prepare the proposal.

Phase 2: Sourcing and selection

Once approval is obtained, Nebula oversees a period of insourcing or outsourcing, as well as vendor / service provider evaluation and selection.

Phase 3: Planning and preparation

Once approval has been received to proceed with vendor appointment and contracting, planning and preparation for the client’s transitioning to and operationalisation of the new operating model follows.

Phase 4: Transitioning and implementation

This phase will facilitate full transitioning from the current state operational environment and solution to the new one, including training, implementation and migration management, change management and compliance management.



Phase 5: Operations

Once implementation is concluded successfully, the telecoms environment’s successful on-going operations are ensured through a variety of measures, including service and performance assurance, configuration and migration data management and best practice controlled handover.

Phase 6: Renew or change supplier

With continuous refreshing of the Telecoms Baseline Profile®, the latest information in terms of in-scope services will, at contract maturity, lead to a decision whether to renew a contract or not. If not, the entire TBE® methodology will need to be restarted. If renewal is in order, Nebula’s Contracting Consulting function will be engaged.

FeasibilityAnalysis &Approvals

Planning &Preparation

Transitioning & Implementation Operations

Renew orChangeSupplier

Sourcingand Selection

WESTERN CAPETel: +27 (0)21 555 3227Fax: +27 (0)21 551 0676E-mail: [email protected]

GAUTENGTel: +27 (0)12 661 0400Fax: +27 (0)12 661 0650E-mail: [email protected]

Nebula is an independent professional services firm that creates business success through its expertise and holistic service offering across the telecoms spectrum, specializing in enterprise telecommunications Outsourcing, Consulting and Insight. We offer end-to-end advice allowing our clients to get value out of their telecoms investments, providing them with solutions and helping to implement them.

Our engagement model is one of extensive and on-going interaction, resulting in a significant exchange of knowledge between our clients and us. This model enables us to create sustainable value for our clients, and thus guarantee their business success.

Nebula operates independently of products or service providers with a team of highly skilled technology and business professionals, handpicked to deliver comprehensive strategic solutions for our clients that follow focused principles and methodologies.

Please contact us if you would like to discuss technology strategy, investment or optimisation decisions and would like an independent party to assist you with those processes.

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ENTERPRISE - Nebula...ENTERPRISE MOBILE MANAGEMENT • +*/% !. 5 Vendor products for mobile services Mobile services are typically offered and priced in the following areas: • Contract