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3171T Avaya Enterprise Team Engagement Solutions (APDS) syllabus | http://babelouedstory.com/
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Avaya Enterprise Team Engagement Solutions (APDS)
http://killexams.com/pass4sure/exam-detail/3171T Question: 108
All Avaya Aura System Manager redundancy options all can use two servers. Although a server is designed as primary
and another server is designed as secondary, it is possible to keep them in the active state at the same time.
In what conditions or deployment mode, you can make two servers running at the same time?
A. Geo-redundancy is deployed
B. Run in "Split WAN" mode
C. Run in high availability mode of deployment
D. Large deployment model with load balancing Answer: B Question: 109
Customers need Microsoft Exchange as a back-end voice message. Customers do not require solutions for geographic
redundancy, but require hardware redundancy. The customer has 8,000 users. Assuming that there are 60 users per port,
at least how many Avaya Aura Messaging Application Servers will be required to meet the requirements?
A. 2 Application Servers
B. 3 Application Servers
C. 4 Application Servers
D. 5 Application Servers Answer: B Question: 110
Avaya Aura Communication Manage (CM) can be used as part of the application layer (feature server mode), or
access layer (evolution serve mode) or access unit. The traditional PBX can provide four functions (routing, media
control, device registration, user function), Avaya Aura session Manager can also provide these features.
When the CM is deployed as a feature server, which of the following features is provided by the Session Manager?
A. Routing and media control
B. Routing and user functions
C. Routing and device registration
D. Media control and device registration
E. Media control and user functions
F. Device registration and user functions Answer: C Question: 111
How many SIP devices can be supported by one Avaya Aura Session Manager 7.0?
E. 400.000 Answer: D Question: 112
You are designing a scenario that requires Avaya Aura and Microsoft systems to share internal status. Which of the
following products must be included in your program? (Please Select Three)
A. Avaya Aura System Manager
B. Avaya Aura Application Enablement Services (AES)
C. Avaya Aura Presence Services
D. Microsoft OCS/Lync
E. Avaya Agile Communication Environment (ACE)
F. Avaya Session Border Controller for Enterprise Answer: ACD Question: 113
Which of the following are restrictions on the Avaya Aura 7 Appliance Virtualization Platform (AVP) running on
A. Flexible virtualization is not allowed
B. Can only be deployed as Embedded Survivable Remote
C. Can only run Presence Services, Communication Manager
D. Can only be deployed as Embedded Main Answer: A Question: 114
Why does the Avaya Aura Presence Service Connector snap-in be deployed on a common EDP or cluster?
A. To provide information about the status of the connection to the EDP application development interface
B. To provide information about the status of the unique EDP
C. To provide an interface to connect to the Session Manager
D. To provide status information of Avaya Communicator for Windows Answer: A Question: 115
When AES accesses Communication Manager, what about the Communication Manager?
A. Communication Manager must be run as an Evolution Server
B. Communication Manager must be run as Feature Server
C. Communication Manager must be running on Avaya Aura Core
D. Communication Manager must be running in remote self-surviving mode Answer: A Question: 116
The customer has already installed the Engagement Development Platform (EDP) to support Presence. They decided to
add WebRTC snap-in to support the use of company web pages for calls. They also need Engagement Designer snap-
in to develop their own applications.
What is the minimum configuration to support this new snap-in?
A. Install two new EDPs for WebRTC and Engagement Designer
B. Install a new snap-ins on an existing EDP
C. Install Engagement designer on existing EDP and add new EDP for WebRTC
D. Install a new EDP for WebRTC and Engagement Designer Answer: D Question: 117
Avaya has established a branch in emerging markets in South Asia, where the general agent is negotiating with a
businessman who has a certain social relationship and can enhance Avayas market share in the country. Without the
approval of Avaya, the merchant proposed that the general agent made the payment of $ 1,000 USD to him in the
name of Avaya.
Is this action appropriate?
A. Appropriate. Because it can be through the appropriate "bribery" to promote the conduct of things, and in many
countries such acts do not violate the bribery law
B. Inappropriate. This is a violation of Avayas policy because it is done without the consent of Avaya
C. Not appropriate. The general agent violates Avayas anti-bribery policy Answer: C Question: 118
In Mourito local government project, Avaya cooperate with a local general agent. After winning the project, the
product is also shipped from abroad to Mouritos customs. This time it need a paperwork issued by the customsto let
the goods pass, but you need to wait for 7-14 days for this paperwork generally. The general agent think the project is
very urgent, so he self-assertion paid 150 dollars to a senior customs officer, in advance to get the instrument. The
general agent thinks that this was a very common and legitimate act in the area.
Does the general agent violate any rules and regulations?
A. No. It is conventional that the general agent paid this payment in Mourito, without violating the law of God.
B. Yes. The general agent violates Avayas business principles: never pay any form of "Commission" Answer: B Question: 119
Avaya Aura Conferencing 8 supports deployment in VMware environment. What is the correct description on the
A. OVA templates are available for small, medium and large deployments
B. OVA templates are only available for medium and large deployments
C. OVA templates are only available for small and medium deployments
D. OVA templates are only available for Turnkey deployment Answer: B Question: 120
AAMS has a variety of different licenses, for the CM AAMS "instance" license (each AAMS server needs one), there
are "channel" permission (each bar needs a link).
What are the ways in which these licenses are available?
A. The power suite license contains the "instance and system" license, and only the "channel" license needs to be
B. The "DSP channel" license is included in the Power suite license at a ratio of 1:10 and only the "instance and
system" license needs to be purchased separately
C. "instance and system" permission, as well as "channel" license need to be purchased separately
D. "DSP channel" license and "instance and system" license, included in the Power suite license at a ratio of 1:10 Answer: C Question: 121
Avaya set up a branch in South Asias emerging markets. The company recruited partners engaged in promoting
government markets and selling products and services. During the contact process, the partners gave the two
government officials $230 USD each. Although these amounts did not ensure government projects, they establish a
relationship in this market for Avaya.
Is this partner potentially violating the law and Avayas anti-bribery policy?
A. No violation. Because the partner did not bring the Avaya the ensured business, and the amount is indeed very little
B. Violation. Because the law and Avayas anti-bribery law prohibits that in the process of business, do the improper
action through any way to foreign government officials. Answer: B Question: 122
Your customers are seeking desktop telephones for their administrative staff. They are interested in supporting rich
audio and video collaboration features.
Would you recommend?
D. 9621 Answer: B
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Avaya Enterprise syllabus - BingNews
Search resultsAvaya Enterprise syllabus - BingNews
https://killexams.com/exam_list/AvayaThe Three Most Important Parts of a Syllabus
At the beginning of every course, you are handed a syllabus. The best of them are short. The worst ones are way too long. They can include all kinds of information, from a list of materials to a long essay about your professorâs teaching philosophy. A friend of mine once got a 20-page syllabus that included poems written by the instructorâand their first assignment was to write a poem based on the syllabus. (It was not a poetry class.)
These documents are supposed to help you prepare for and stay on top of your work in the course, but if you get too many filled with extraneous information, you may start to ignore them altogether. Donât do that. Every syllabus contains at least three vital pieces of information you need to look for.
Assignment due dates
The first thing you should look for on your syllabus is the schedule of when assignments are due and when tests will take place. If that schedule isnât on there, ask your professor to email it to youâand everyone elseâright away, but it should be; itâs one of the key elements of any useful syllabus.
Itâs a good idea to copy this schedule into your notes and add key dates to your calendar or the apps you use to plan your studying. This is really the most important information you need to know about and stick to. The syllabus will probably also include learning objectives in this section, and while these are important, your most basic goal (beyond hopefully learning something) is to get a good grade. If you stick to the schedule and get your work done, youâll meet the learning objectives naturally, so donât focus too hard on them at the start.
Most syllabi will break down the semesterâs grading structure as well. For instance, a midterm might be worth 30% of your grade, while a group project might be worth 40%. These are important to keep in mind too. Teachers sometimes get a little flowery in their zeal for writing down their pedagogical philosophy, and while that sort of thing can help you complete the assignments to their liking, youâre better off focusing on the objective facts about what each assignment is worth in terms of your final grade.
If attendance counts toward your grade, that should be noted too, likely in the same section where the percentage breakdown of your final grade is listed. Pay close attention there; skipping required classes can be a grade-killer, even if you nail everything else.
Finally, look for the list of course materials. Professors should include any necessary books, tools, software, or field assignments in the syllabus. Donât delay in acquiring whatever it is they say you need. If your goal is to cut through the noise of the syllabus and the class at large and just get a good grade, the book or other required resources are what will help you to do that.
Everything else on the syllabusâacademic integrity policies, course overviews, learning objectives, professorsâ musingsâis fine to read over, but donât get too lost in the excess, and donât toss out a too-wordy syllabus before youâve extracted the three vital bits of information noted above.
What to do if a syllabus doesnât include those three things
If a syllabus is vague about or doesnât include these three key features, email your professor immediately to ask for clarification on them. Depending on how they respond, you can use your own discretion as to whether you want to escalate the issue to a dean, but consider that it is the instructorâs responsibility to provide youâand anyone who takes the class in the futureâwith a clear outline of what is expected of you, when itâs due, and how it will affect your final grade.
Wed, 31 May 2023 04:18:00 -0500entext/htmlhttps://lifehacker.com/the-three-most-important-parts-of-a-syllabus-1850488708Course Syllabus Information
In addition to the eleven required components listed above, many instructors also find it useful to include information about or guidance on a range of other topics. The following list is drawn from common practices at SLU, as well as from the literature on effective syllabus construction and on creating inclusive courses that support student learning and success. This list is by no means exhaustive or in order of priority. Note: for some academic units, items on this list also may be required. Click here for a printer-friendly version.
Additional course information:
An expanded description of the course, its priorities, key concepts, etc.
Course schedule with due dates for assignments, exams, reading, and other activities
Disclaimer about the possibility of changes to the course scheduleÂ
Additional instructor information:
Instructor office location and office hours
Additional information about learning activities /assignments:
Description of informal learning activities students will engage in (e.g., informal in-class activities, participation expectations, service-learning experiences)
Articulation of the link between course assignments/activities and stated learning outcomes, objectives, and/or competenciesÂ
Additional information about course materials:
Recommended and/or optional readings or texts
Information about accessing electronic reserves
Additional information about student support resources:
University-wide academic success and support resources
-- Insert and/or link to recommended text for the Student Success Center here
-- Insert and/or link to recommended text for University Writing Services here
--Â Insert and/or link to recommended text for the University Counseling Center here.
Course-/program-specific support resources [if applicable]
Other campus resources relevant to the course (e.g., liaison librarian, residence hall coordinator for learning community courses, etc.)Â
Additional information about academic honesty:
Unit-level academic honesty policies and practices [if applicable]
Course-specific guidance on academic honesty
Statements of professional ethics or codes of conduct [if applicable]Â
Basic needs syllabus security statement (like this one, which was developed at SLU to alert students to campus resources for things like food and shelter insecurity)
Course etiquette/civility policies or other expectations about interactions between and among members of the class
With a significant number of SLU courses now being conducted via various distance education modalities, a University-wide recommended syllabus statement on distance education etiquette is warranted.Â This statement is recommended for all syllabi for all courses at all locations (except the Madrid Campus) offered by the colleges/schools and other academic units reporting to the University Provost.
Information about what will happen in cases of inclement weather
Information about relevant safety/security protocols and procedures (e.g., location of eye wash stations; active shooter response, etc.)
Statement that student work in the course may be used in course/program assessment
Information about requirements for experiential/off-campus learning (e.g., liability waiver, background check, internship learning contract, service expectations, etc.)
Thu, 25 Nov 2021 15:41:00 -0600entext/htmlhttps://www.slu.edu/provost/faculty-affairs/teaching-resources-for-faculty/course-syllabus-information/index.phpHow enterprises get ahead using hybrid cloud for innovation overlay
For large, traditionally on-premises enterprises, hybrid cloud is a gateway to innovation. Learn how to make immediate inroads without abandoning what you already have in place.
A 2022 survey of innovation and business strategy conducted by the International Monetary Fund found that 40% of innovation-oriented companies (SMBs to large enterprises) reduce costs as a result of new product innovations which, on average, account for 20% of all sales. How can your organization see similar benefits from its innovation pursuits?
Only so much ideation can be done before innovation gets down to brass tacks of technology. Advanced Customer Experience (CX) solutions like Artificial Intelligence (AI), automation, and Machine Learning (ML) are required to produce tangible benefits. For large, traditionally on-premises enterprises, hybrid cloud is a gateway to this innovation. You can retain your core service while introducing new value incrementally, laying the groundwork for next-phase evolution. Youâll begin immediately making inroads without abandoning what you already have in place. Â
Why hybrid cloud now?
Hybrid cloud enables organizations to combine private, on-premises and public cloud apps and resources like those hosted by AWS, Microsoft, and Google. This offers businesses, particularly large enterprises, an innovation model that safeguards the stability of existing operations while overlaying innovation by tapping into cloud-powered tech like AI, automation, and ML.
With the promise of 2.5 times greater business value than a single cloud platform approach, IBM expects hybrid and multicloud spend to increase up to 17% this year across all industries. Research also shows that, on average, a hybrid cloud environment helps bring new products to market 15% faster and increases Total Cost of Ownership (TCO) savings by up to 40%. Hybrid cloud fast tracks innovation without business disruption, and now is the time to make the move.Â
Deliberately innovate using hybrid cloud
Hybrid cloud is key for innovation, but where to start? Consider these four focus areas:
1.Â Â Â Â Customer journey mapping: The average customer today is everywhere, on every device, and across every channel. Are you able to map each customerâs complete journey across these myriad touchpoints, including both self-service and assisted channels? How and where are you storing all the data related to these interactions? Customer journey mapping technology harnesses this data (wherever it is stored either on-premises or in the cloud) and visualizes each customerâs end-to-end brand experience, enabling agents to see the full picture quickly and accurately to work more intuitively. CX far exceeds individual interactions. Customers are journeying, and brands must always be ahead. Â
2.Â Â Â Â Mobile, hybrid, or âanywhereâ work: How are you innovating internally in addition to externally? Experts predict the post-COVID contact center workforce will be 60-80% work-from-home as organizations look to modernize the agent experience and contain costs (keep in mind this has no bearing on customer satisfaction: research shows CSAT stayed the same or improved for 75% of contact centers in 2020 and 63% in 2021). Hybrid cloud provides accessÂ to AI capabilities that can be applied to on-premises systems. For example, Â AI noise removal. With voice from the cloud, AI noise removal enables remote agents to work better and everyone (including the customers) benefit from a more enjoyable and less strenuous experience. Call recordings are more accurate, creating more thorough analytics enabling supervisors to take action.Â Other Â Â workforce optimization capabilities allow supervisors to monitor service quality, capture customer interactions, balance staffing needs, and further reduce costs.
3.Â Â Â Â Process optimization: Process improvement is a given with AI and automation. Consider customer authentication where databases can be located virtually anywhere: it takes about 30 seconds for an agent to verify a customerâs identity using traditional methods like knowledge-based authentication (ex: âWhatâs your motherâs maiden name?â). For a mid-size contact center, this becomes hundreds of hours each week. What if you used AI and automation to offer a more effective form of customer authentication like a real-time 3D photo scan? Calls would be processed faster, agents would avoid monotonous work, and customers would skip a pestering procedure.Â
4.Â Â Â Â Increased data protection and privacy: More enterprises are considering AI-powered zero trust security â an approach that validates customers continuously along their service journey â to increase data protection and privacy in the contact center without negatively affecting CX. Hybrid cloud opens the door to hundreds of cloud providers that specialize in niche areas like AI-powered zero trust, enabling you to integrate broad capabilities faster and speed time to innovation. This is a key strategic driver for 75% of executives moving to hybrid cloud, according to IBM.Â
Organizations, especially large enterprises, have much to contend with on top of financial considerations in this challenging economic environment. The most successful will be those that learn to use what they have more wisely while integrating the innovations their customers demand on top using a hybrid cloud approach. Â
And, donât miss Avaya ENGAGE June 18-21 in Orlando, Florida. Register here. Â
Mon, 22 May 2023 12:00:00 -0500en-UStext/htmlhttps://www.cio.com/article/480254/how-enterprises-get-ahead-using-hybrid-cloud-for-innovation-overlay.htmlAvaya J179 Phone Quick Reference
Getting To Know Your Avaya J179
Your Avaya desk phone can perform some pretty advanced tasks if you know how to navigate the phoneâs settings. A schematic and glossary of the phone, its buttons and icons is available on the Avaya J179 Phone page.
If you have any further questions about setting up or using other features of your desk phone not covered here, contact the Service Desk at (916) 278-7337.
Extended Features of Your Avaya Desk Phone
Commonly Used Features
Symbols, Icons & Buttons
You may add up to five people on a call.
Setting up a conference call
From the Phone screen, select your active call if not already on that line.
Dial the telephone number, or call the person from the Contacts list, or call the person from the History list.
When the person answers, press Join or OK to add the person to the existing call.
Press Add and repeat these steps to add another person to the conference call.
Adding a person on hold to a conference call
From the Phone screen, select your active call.
Press âConfâ, you will get dial tone
Select the call on hold that you want to add to the conference.
Press âJoinâ to add the person to the conference call.
Dropping a person from a conference call
To drop the last person you added onto the call, Press the âDropâ Button.
Personalizing Button Labels
You can change the labels that the phone displays for your extensions, features, and abbreviated dial or speed dial buttons. For example, you can change the label for your extension to My Line. If you have a button module attached to your phone, you can change any of those labels. For example, you can change a Help Desk extension to read Help Desk.
Press Main Menu.
Select Options & Settings or Phone Settings.
Press Select or OK.
Select Application Settings.
Select Personalize Labels.
Press Change or OK. The phone displays the labels which you can edit.
Select the label you want to edit. If the label you want to edit is on the Features menu, scroll right to access the Features menu, and select the label you want to edit.
Edit the label. Press More then Clear to clear all text fields and start again.
Press Save or OK.
(Optional) To revert to the default button labels, select Main Menu > Options & Settings > Application Settings > Restore Default Button Labels.
If you want to set up your phone to speed dial contacts on or off campus, follow the steps below:
From the initial screen on your phone, press the down arrow until you find the Abr Program button.
Press the Abr Program button, then select the Speed Dial (SD) button you want to use.
If it is an extension on campus, just dial the five digit extension, then press # to save it. Thatâs pretty much it.
If it is an off-campus number, dial 9 followed by area code and the rest of the number (ex: 9-916-555-5555). Save it by pressing #.
In both cases, press the Speaker button to exit programming mode.
Test the speed dial by pressing the speed dial button.
Setting Headset Ringer
You can get incoming call alert through your headset and the speaker. This might be convenient if you want to turn the speaker alert off or you have a wireless headset. Note: Not all the headsets support audible alerts.
Press Main menu.
Navigate to Options and Settings > Call Settings > Headset Signaling.
Select from the three settings using the corresponding buttons:
None: No ringing tone is sent to the headset. Headset remains on hook until headset switch-hook button is pressed for an incoming call.
Switchhook and Alerts: On an incoming call, the phone plays an alert tone in the headset every 5 seconds.
Switchhook only: The phone does not send the ringing tone to the headset. The headset switchhook button is non functional.
Adjusting Display Brightness
Press Main menu.
Select Options & Settings or Phone Settings.
Select Screen & Sound Options.
Select Brightness or Contrast.
Select Phone or an attached button module.
Scroll to the right or left to adjust the brightness or contrast.
Wed, 05 Jan 2022 16:22:00 -0600entext/htmlhttps://www.csus.edu/information-resources-technology/communication-collaboration/new-phone-migration.htmlSyllabus Development
The Syllabus area of the myCourses course template is organized into the following sections:
Course Information and Expectations
Instructor Contact Information
Course Requirements and Resources
Activities and Assignments
Assessment and Grading
Much of the information needed for the Course Information and Expectations sectionâparticularly the all-important learning outcomes and assessment methodsâshould be taken directly from the official Course Outline Form for your assigned course(s). Your department chair or program head can provide you with the form(s) and guidance on what is and is not modifiable in the transition to a course syllabus. If you are designing a new course, however, you will need to successfully complete the RIT course proposal process.Â
Before completing the Course Policies section, we encourage you to first consult our companion webpage, RIT Policies for Your Syllabus. The External Resources section (below) provides helpful information, advice, and examples for developing the remaining sections of your syllabus.
Regardless of where you are in the syllabus-design process, you can always request one-on-one consultations with an Instructional Design Researcher and Consultant.
Sun, 30 Jan 2022 08:56:00 -0600entext/htmlhttps://www.rit.edu/teaching/syllabus-developmentMarket-Leading Customer Experience Company Avaya Enters Next Chapter of Accelerated Growth and InnovationNo result found, try new keyword!Since the start of the year, the Company has rolled out more than 150 new product features and enhancements across its portfolio and launched Avaya Enterprise Cloud, a dedicated instance of Avaya ...Mon, 01 May 2023 06:46:00 -0500https://www.businesswire.com/news/home/20230430005027/en/Market-Leading-Customer-Experience-Company-Avaya-Enters-Next-Chapter-of-Accelerated-Growth-and-InnovationAvaya Gulf roadshow focuses on enterprise infrastructure
American provider of voice and data communication networks Avaya is staging a road show, centered on the companyâs latest SYSTIMAX cabling solution. The road show will be held at the Emirates Towers Hotel, Dubai on June 4, 2002, before moving on to the Sheraton Riyadh Hotel and Towers on June 9. Â
Entitled âGo For Goal. SYSTIMAX× SCSâThe Ultimate Performerâ it will focus on the GigaSPEED XL Solution. The product exceeds four-fold the Category 6 draft standards for network performance in Local Area Networks (LANs) as outlined by the ISO/IEC (Class E) and Telecommunications Industry Association, according to a company press release.Â
Two Avaya regional directors are due in the Gulf next month to head up the road show. Matias Peluffo, Technical Director for Connectivity Solutions, Avaya EMEA, and James Donovan, Strategy and Development Director for Connectivity Solutions EMEA will be in Dubai and Riyadh to outline the future of enterprise infrastructure planning to architects, consultants, engineers and end users as well as Avayaâs business partners. â (menareport.com)Â
Thu, 18 May 2023 12:00:00 -0500entext/htmlhttps://www.albawaba.com/business/avaya-gulf-roadshow-focuses-enterprise-infrastructureAvaya Inc
About Avaya Inc
Avaya provides solutions to enhance and simplify communications and collaboration, including unified communications and contact center solutions. The company focuses on cloud communications and a multi-cloud application ecosystem to deliver digital workplace and customer experience infrastructure for clients in approximately 191 countries worldwide. Avaya customers include global companies like American Express, Apple, Barclays, Bank of America, Comcast, Citigroup, CVS/Aetna, GE, General Motors, MetLife, UPS, Walmart and more, along with SMB and mid-market organizations across a variety of indu... Read More
Avaya provides solutions to enhance and simplify communications and collaboration, including unified communications and contact center solutions. The company focuses on cloud communications and a multi-cloud application ecosystem to deliver digital workplace and customer experience infrastructure for clients in approximately 191 countries worldwide. Avaya customers include global companies like American Express, Apple, Barclays, Bank of America, Comcast, Citigroup, CVS/Aetna, GE, General Motors, MetLife, UPS, Walmart and more, along with SMB and mid-market organizations across a variety of industries. Avaya went public via and IPO in January 2018 and now trades as Avaya Holdings, under the ticker AVYA. Read Less
Related People & Companies
Tue, 16 Feb 2021 09:59:00 -0600entext/htmlhttps://www.forbes.com/companies/avaya-inc/ETTelecom Interviews: Avaya eyes AI to radically change customer experienceAvaya Technologies, the unified communications and contact centre solutions provider, sees its emergence from bankruptcy as transformational, and a step to strengthen capital structure. The US multinational is aiming to increase its $200 million annual spend in product innovation, and sees artificial intelligence (AI) as a level player that can fundamentally change contact centre business and enhance customer experience. In an interaction with ETTelecom's Muntazir Abbas, Avaya's global CEO Alan Masarek talks on the company's balance sheet, financial restructuring, product innovation, cloud-led transformation, use of artificial intelligence (AI), and India market. Edited excerpts.
Now, the bankruptcy process is over, whatâs next for a multinational like Avaya? How strong are you in terms of order book, balance sheet, and cash flow?
The bankruptcy is completely done. We emerged formally on May 1. The way I have looked at the transformation of the company is in two broad groups: The financial restructuring and the business restructuring. We have reached an extraordinarily positive result in the financial restructuring.
The actual mechanics of this are that our lenders and investors wrote down what was $3.5 billion of long-term liability â all the way to $150 million. Then the same group invested $650 million of fresh capital in the form of debt. So what you end up with is the $650 million of new capital, plus the $150 million of the residual amount. So you have $800 million in the go-forward. Thatâs put together as a unitranche term loan thatâs not due until the middle of 2028. But it leaves behind $650 million of fresh liquidity.
So what's the current debt you have?
On a gross debt basis, for a company of our size with a couple of billion in revenue, you have modest debt with favourable repayment not due until 2028. And very little net debt when you subtract the cash. We have completed a series of right-sizing moves, and operational changes as well, so that we have the restoration of attractive levels of operating profit, and free cash flow. So, modest gross debt, very little net debt, and we generate cash. Avaya has always been quite profitable up until last year. Weâre just restoring those traditionally high levels of profitability.
You said the company has $800 million in capital. How are you using it?
We are actually investing in the product, in our people, in our distribution, and in our brand. That really speaks to the business restructuring. My experience specifically is having done transformations in this industry in the past. We have a program we refer to as âDestination Place to Work.â In addition, we have a very deep product roadmap tied to the move to cloud, which is obviously the trend in our industry.
Customer delight is another priority area. We are a partner-led company; about 70% of global revenue is delivered via some third-party distribution channel. We are investing in the partner community throughout the world. We invest in our users group â we have an 18,000-customer-strong user group called the International Avaya Users Group (IAUG). And then weâre investing in gathering CSAT data as well as MPS data, and then we will convert that and actually bonus our people based on those results.
Avaya was known for a legacy hardware business. How are you embracing cloud as a part of your business transformation journey?
Avaya was slower to the cloud than some because its customer base is so heavily over-indexed to the largest communications deployments in the world. Huge enterprises, business process outsourcing BPO) companies , and governmental agencies themselves were slow to the cloud and so Avaya was slower than others in its move to the cloud. Nonetheless, there is an inevitability in the move to cloud. We are benefited by the fact that Avaya turned aggressively towards developing its own cloud solution, which we recently branded as Avaya Experience Platform.
We have engineers working on a roadmap around our cloud initiatives very quickly because of the focus. CIOs of a very large deployment with thousands of seats are very mature, feature-rich and stable. What they donât want to do is rip it out and suffer that disruption, but at the same time they want the innovation thatâs delivered via the cloud. Itâs innovation â chat, social, digital â without disruption â without ripping out whatâs underneath. That has resonated really well. As we are seeing much activity in the artificial intelligence (AI) space globally, how is Avaya integrating AI into its product portfolio?
We are doing so in a very significant way. Whatâs very interesting is all the new features around AI â generative and otherwise â will continue to fundamentally change the contact center and the customer experience world. As a matter of fact, itâs a great advantage to us, being later to the cloud than others because it re-levels the playing field competitively, which is a very important point. AI takes form in many different ways when itâs customer-facing. You are able to capture the voice stream as data. Think about natural language understanding, you transcribe it and the metadata comes with it, so everything you have is searchable. This is why I believe so strongly that UC and CC come together.
And whatâs your market share globally, and who are your closest competitors?
On the contact center side, one out of every three agent seats in the world is Avaya. The core competitors in the premise world, with premise-architected solutions, are generally ourselves, Cisco, Genesys to a lesser extent, and some other firms that have exited like Alcatel-Lucent. In the premise world, the number of competitors is few and getting fewer. On the cloud side, thereâs a whole raft of competitors. We have our cloud initiatives, so does Genesys, and Cisco, and there have been many others that have started over the last many years.
How are you looking to increase your market share including in the cloud space?
First and foremost, in terms of market share, we have this incredible install base who are on some level of cloud journey. Cloudifying the install base, we are the incumbent, and have enormous power. That goes back to the strategy: innovate those where we are the incumbent, and avoid the disruption. Others canât do that. When getting over to the cloud side, the way to win is typically not on a single feature â itâs the package. We clearly have the software, and we understand the software extremely well, and we almost invented these categories back when these things were delivered via premise.
How much investment are you making in product innovation and R&D across the UC and CC portfolios? Can you provide a number?
Today we spend, in the product and engineering group, $200 million a year, and that number will continue to increase. Itâs hard for me to say specifically how much, but weâre already spending at levels which are very meaningful. We have 1,700 engineers, almost a third of whom are in India, and weâll continue to invest in that area.
You also work very closely with RingCentral. Whatâs your strategy for India and other markets with them?
In the two categories, UC and CC, weâve talked a great deal about how weâre moving the on-prem contact center to CCaaS, which we call Avaya Experience Platform. In the UC space, as it moves to the cloud, UCaaS, we have a relationship with RingCentral where we rebrand their product and deliver it under a brand named Avaya Cloud Office. Avaya Cloud Office is available in 14 territories. RingCentral does not have a presence in the Indian market. As those UC customers move to UCaaS, we have our own solutions, the core of which is what weâre on right now, Avaya Spaces. This is our collaboration product, which provides integrated video, voice, messaging, screenshare, concurrent chat. This pairs with our existing premise solutions to create a UCaaS equivalent in India.
Coming back to India, what is your roadmap for the India market, including investment and headcount? Are you looking to increase your headcount in India?
Yes, we are definitely increasing our headcount in India. Today we have about 1,200 employees in India. A little over 500 are in R&D. About another 500 are in support and services around that customer experience, and the balance are in sales and cross-functional areas. We continue to invest throughout India in Indiaâs own initiatives around self-reliance. We are investing across the board. One, we are a major vendor to many of the governmental agencies, like the Aadhaar social security system, basically servicing the entire population. We are very involved in emergency response services, and also supporting various smart city initiatives.
You talked about a workforce of 1,200 in India. Is there a number youâd want to increase to, letâs say, over the next couple of years?
I think very easily youâll see an increase over the next couple of years in excess of 20%.
What is the contribution from India to Avayaâs overall revenue?
We donât break it down all that way. Of the $2 billion in revenue, about 35% come from what we call international markets, which is Europe, Asia and the sub-continent. India is a very significant contributor to the company both in terms of the market, and then obviously where we have a great deal of our workforce. More than 20% of our workforce is in India.
Published On May 24, 2023 at 01:33 PM IST
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Wed, 24 May 2023 05:05:00 -0500entext/htmlhttps://telecom.economictimes.indiatimes.com/news/enterprise-services/ettelecom-interviews-avaya-eyes-ai-to-radically-change-customer-experience/100469516Avaya to increase India workforce by 20%: CEO Alan Masarek
Published On May 11, 2023 at 10:00 PM IST
Read by:100 Industry Professionals
NEW DELHI: The US-based Avaya Technologies is looking to increase its India headcount by 20% in the course of next couple of years, and said that the company will continue to invest in line with the country's prestigious self-reliance initiative.
"We are definitely increasing our headcount in India. You will see an increase (of employees) in the excess of 20% over the next couple of years," Alan Masarek, global CEO, Avaya Technologies told ETTelecom.
The top executive of the cloud communications multinational further said that on the back of its involvement in multiple public sector programs, it would invest to support India's ambitious initiatives such as self-reliance.
"We are particularly looking at Pune as a centre of excellence to build greater engineering and support services in India. More than 20% of our workforce is in India." he said, adding that India is a "very significant contributor" to the company in terms of the market, and employee base.
"The company will continue to invest throughout India in its own initiatives around self-reliance. We are investing across the board. We are a major vendor to many of the governmental agencies, like the Aadhaar social security system, basically servicing the entire population."
The US multinational is involved in emergency response services such as Dial 100 and 112, and also supporting various smart city initiatives at state and district levels.
The collaboration and communication company provides call centre equipment to Bharti Airtel, Bharat Sanchar Nigam Limited (BSNL) and State Bank of India (SBI) among other large enterprises in India.
Avaya has trained more than 700 people this year, and said that nearly 400 of them were hired in multiple corporate roles.
"Such initiatives would continue as we build more and more resources in the country. We are supportive of initiatives to generate employment in India under the broad government ambitions around self-reliance."
Avaya has more than 1,200 employees across research and development (R&D), customer experience centres, and cross-functional areas, and has offices in Pune, Hyderabad, Bangalore, and Delhi.
"We will also have cloud support in the country as well so that we can serve the Indian market," he added.
Of the $2 billion revenue, 35% come from international markets, principally located in Europe and Asia for the US communications and collaboration company.
"We are providing the enabling technology that sits underneath the self-reliance initiatives, and then contributing significantly to it in training staff. And weâre creating additional delivery infrastructure in-market in India so that we have more ability to serve the local market," he added.
On the contact center side, one out of every three agent seats in the world is Avaya's, the top executive claimed.
"The Indian government needs to ease norms for doing business...I (the government) will not take it unless it is made in India defeats the whole purpose for global companies like us who come and invest in India," Nidal Abou-Ltaif, President, Avaya International told ETTelecom.
In 2017, Avaya filed for bankruptcy, and following its emergence from a turbulent phase, the company, according to Masarek, reached an extraordinarily positive result in the financial restructuring.
The company's lenders and investors wrote down $3.5 billion of long-term liability all the way to $150 million, and further invested $650 million of fresh capital in the form of debt.
"We end up with the $650 million of new capital, and the $150 million of the residual amount. So we have $800 million today. Thatâs put together as a unitranche term loan thatâs not due until the middle of 2028. It leaves behind $650 million of fresh liquidity," the top executive said.
The company said that it is investing in the product, people, distribution channel, and brand. It is also likely to go for a rebranding exercise soon.
"The Indian market is on the forefront of the digital transformation. We come here and share practices from around the world. But at the same time, we take some of the learnings from the Indian market, and some of the ecosystem applications or products that are actually made in India across the world. We have a research and development center in India with about 2000 people. We are benefiting from Indian innovation."
Published On May 11, 2023 at 10:00 PM IST
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Thu, 11 May 2023 19:54:00 -0500entext/htmlhttps://telecom.economictimes.indiatimes.com/news/enterprise-services/avaya-to-increase-india-workforce-by-20-ceo-alan-masarek/100166629