1. 2011 South African Data Centre Green Excellence Award in Technology Innovation
Cybernest
2012
2012 North American Video Conferencing Hosted and
Managed Services Entrepreneurial Company of the Year Award
© 2011 Frost & Sullivan 1 “We Accelerate Growth”

2. BEST PRACTICES RESEARCH
Entrepreneurial Company of the Year
Video Conferencing Hosted and Managed Services Market
North America, 2012
Frost & Sullivan’s Global Research Platform
Frost & Sullivan is in its 50th year in business with a global research organization of 1,800
analysts and consultants who monitor more than 300 industries and 250,000 companies.
The company’s research philosophy originates with the CEO’s 360-Degree Perspective™,
which serves as the foundation of its TEAM Research™ methodology. This unique approach
enables us to determine how best-in-class companies worldwide manage growth,
innovation and leadership. Based on the findings of this Best Practices research, Frost &
Sullivan is proud to present the 2012 North American Entrepreneurial Company of the
Year Award in Video Conferencing Hosted and Managed Services Market to Vidtel.
Significance of the Entrepreneurial Company of the Year Award
Key Industry Challenges Addressed by Ent repreneurial Excellence
The video conferencing market is currently going through an evolution, as enterprises open
up to software‐based and cloud‐centric solutions, and begin to regard video as part of a
broader Unified Communications (UC) context.
A successful new market entrant that is not concerned about cannibalizing legacy hardware
revenue can be in a prime position to disrupt the marketplace by offering a software, cloud-
based service that can increase video conferencing adoption particularly among cost-
conscious small and medium businesses. Such an entrant can successfully compete by
offering economies of scale that are not realizable with traditional video conferencing
systems that rely on legacy hardware.
The new breed of disruptive cloud-based video conferencing providers can differentiate their
offerings by providing features such as broad connectivity and interoperability across a wide
range of platforms. This contrasts with most standard video teleconferencing services,
which offer only generic connectivity for H.264 endpoints. Successful new market entrants
can support both legacy standards in addition to any‐to‐any interoperability with newer
platforms, such as Skype and Google. The support of many different vendor endpoints
(from vendors such as Cisco/Tandberg, Polycom, LifeSize, ZTE, etc.) is one more element of
potential success.
Another challenge that needs to be addressed by the industry is to harness a greater level
of federation among various service provider networks in order to create a “global video
directory” but a lot of work still needs to be done in this area. It is very difficult to get
service provider consensus, particularly in larger efforts, as each operator tries to push its
own agenda; additionally, the expense to make this goal reachable is quite high. While the
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3. BEST PRACTICES RESEARCH
Open Visual Communications Consortium (OVCC) effort looks promising, it still remains a
work in progress. Hence, in the absence of this global “video dialtone”, the “meet me”
invite model (made popular by collaboration applications such as WebEx) will become more
utilized in the video conferencing world. The end-user’s contact list serves as the video
directory itself, eliminating the need to know the video addresses of other participants. The
“meet me” model can reduce the need for IT resources and simplify the end-user
experience, as the video calling address enables easy connection between video
conferencing endpoints anywhere in the world.
Finally, one additional criterion for success for a new entrant is the degree of friendliness
offered to Value-Added Resellers (VARs) and other channel partners, as over 90 percent of
all video conferencing infrastructure is sold via an indirect model. But the level of channel
interest depends on the margin that can be realized on the service. By offering a lower,
more disruptive price point, a new entrant might be able to get a higher interest from the
channel as it can increase its margin.
Impact of Entreprene urial Company of the Year Aw ard on Key Stakeholders
The Entrepreneurial Company of the Year Award is a prestigious recognition of Vidtel’s
accomplishments in the Video Conferencing Hosted and Managed Services Market. An
unbiased, third-party recognition can provide a profound impact in enhancing the brand
value and accelerating Vidtel’s growth. As captured in Chart 1 below, by researching,
ranking, and recognizing those who deliver excellence and best practices in their
respective endeavors, Frost & Sullivan hopes to inspire, influence, and impact three
specific constituencies:
• Investors
Investors and shareholders always welcome unbiased and impartial third-party
recognition. Similarly, prospective investors and shareholders are drawn to
companies with a well-established reputation for excellence. Unbiased validation is
the best and most credible way to showcase an organization worthy of investment.
• Customers
Third-party industry recognition has been proven to be the most effective way to
assure customers that they are partnering with an organization that is leading in its
field.
• Employees
This Award represents the creativity and dedication of Vidtel’s executive team and
employees. Such public recognition can boost morale and inspire your team to
continue its best-in-class pursuit of a strong competitive position for Vidtel.
© 2012 Frost & Sullivan 2 “We Accelerate Growth”

4. BEST PRACTICES RESEARCH
C ha r t 1 : B es t P ra c t i c es L ev e ra g e f o r Gr ow t h Ac c e l era t i on
Key Benchmarking Criteria f or Entrepreneurial Company of the Year Aw ard
For the Entrepreneurial Company of the Year Award, the following criteria were used to
benchmark Vidtel’s performance against key competitors:
• Growth Strategy Excellence
• Growth Implementation Excellence
• Degree of Innovation with Products and Technologies
• Leadership in Customer Value
• Speed of Response to Market Needs
© 2012 Frost & Sullivan 3 “We Accelerate Growth”

5. BEST PRACTICES RESEARCH
Decision Support Matrix and Measurement Criteria
To support its evaluation of best practices across multiple business performance categories,
Frost & Sullivan employs a customized Decision Support Matrix (DSM). The DSM is an
analytical tool that compares companies’ performance relative to each other with an
integration of quantitative and qualitative metrics. The DSM features criteria unique to each
Award category and ranks importance by assigning weights to each criterion. The relative
weighting reflects current market conditions and illustrates the associated importance of
each criterion according to Frost & Sullivan. Fundamentally, each DSM is distinct for each
market and Award category. The DSM allows our research and consulting teams to
objectively analyze each company's performance on each criterion relative to its top
competitors and assign performance ratings on that basis. The DSM follows a 10-point scale
that allows for nuances in performance evaluation; ratings guidelines are shown in Chart 2.
C ha r t 2 : P erf o rm a n c e- Ba s e d Ra t i ng s f o r De c is i on S u pp o r t Ma tr i x
This exercise encompasses all criteria, leading to a weighted average ranking of each
company. Researchers can then easily identify the company with the highest ranking. As a
final step, the research team confirms the veracity of the model by ensuring that small
changes to the ratings for a specific criterion do not lead to a significant change in the
overall relative rankings of the companies.
C ha r t 3 : Fr os t & S ul l iva n’s 10-S t e p P r oc es s f or I de n t if y in g Aw a rd R ec ip i en ts
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6. BEST PRACTICES RESEARCH
Best Practice Award Analysis for Vidtel
The Decision Support Matrix, shown in Chart 4, illustrates the relative importance of each
criterion for the Entrepreneurial Company of the Year Award and the ratings for each
company under evaluation. To remain unbiased while also protecting the interests of the
other organizations reviewed, we have chosen to refer to the other key players as
Competitor 1 and Competitor 2.
C ha r t 4 : D ec is io n S u p po r t M a t ri x f or
En t r ep r en e ur ia l C o m pa ny o f t h e Y ea r A w a r d
Measurement of 1–10 (1 = lowest; 10 = highest) Award Criteria
Growth Strategy Excellence
Products and Technologies
Degree of Innovation with
Growth Implementation
Leadership in Customer
Speed of Response to
Weighted Rating
Market Needs
Excellence
Value
Relative Weight (%) 20% 20% 20% 20% 20% 100%
Vidtel 8 8 7 9 8 8.0
Competitor 1 8 8 8 7 8 7.8
Competitor 2 7 8 7 8 7 7.4
Criterion 1: Growth Strategy Excellence
As a newer entrant, Vidtel is disrupting the video conferencing market via a software,
“Multipoint Control Unit (MCU)-less” offering that is more cost-effective and scalable than
existing offerings in the marketplace. Vidtel is using a four-pronged approach: 1- focus on
SMB segment which is ripe for a wider video conferencing adoption, 2- address the
interoperability conundrum by being a cloud provider delivering any-to-any video
conferencing service, 3- develop a channel-friendly model , 4- offer a disruptive pricing
model that encourages a wider technology uptake.
Criterion 2: Growth Implementation Excellence
Since its inception in 2008, Vidtel has been keen on securing a solid indirect go-to-market
model. This effort culminated with the creation of a channel partner program in November
of 2011, which enabled Vidtel to establish strong relationships with video equipment
vendors, Voice over Internet Protocol (VoIP) service providers, managed service providers,
and video VARs to re-sell Vidtel service. Their partners include over 40 VAR channels such
as IOCOM, Solutionz Conferencing, and CMIT Solutions, among others. The bottom-line
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7. BEST PRACTICES RESEARCH
impact to Vidtel has been very positive with wins such as Drexel University that came via
these channels.
Criterion 3: Degree of Innovation with Products and Technologies
Vidtel’s cloud-based video conferencing service delivers B2B connectivity across any
standard video conferencing device (such as Cisco/Tandberg, Polycom, LifeSize, and ZTE,
among others) and newer platforms such as Skype and Google Talk. The company has a
comprehensive product portfolio that encompasses on-demand multi-party rooms, video
dialtone, a Public Switched Telephone Network (PSTN) voice add-on, and a gateway offering
that adds Skype/Google Talk to an existing MCU. Vidtel has also been able to quickly
establish a global network footprint, with redundant data centers in North America, Europe,
Middle East, and Africa (EMEA), and Asia-Pacific, relying upon a mix of public and private
clouds.
Criterion 4: Leadership in Customer Value
As customers transition towards software-based, cloud-centric solutions, a disruptive pricing
model becomes an important success component. The Vidtel Meet Me service allows
multiple parties to dial into an assigned video conferencing bridge on demand for a
disruptive price of 15 cents/minute or a monthly fee of $149 for unlimited usage. The Vidtel
Connect service enables one‐to‐one connectivity on demand for a monthly subscription fee
similar to a mobile phone subscription ($29.95). For an additional $10 per month, the Vidtel
Connect service becomes the Vidtel Connect Pro, which also adds audio/Private Branch
Exchange (PBX) capabilities, local calling, and unlimited calls within North America. The
bottom-line result: for zero CAPEX dollars, Vidtel provides an OPEX solution that is more
competitive than the offerings of any other participant in the marketplace, be it an MCU
vendor, a traditional bridging service provider, or a new cloud “MCU-less” provider. Vidtel
can do this as the consummate “lean startup” that it is—with its business model, it does not
need to offer a return to venture capital firms or invest heavily in advertising, focusing
instead on delivering value to its end customers.
Criterion 5: Speed of Response to Market Needs
Vidtel also elected to tackle the marketplace from a different angle, namely one that
addresses both the advent of the Bring-Your-Own-Device (BYOD) paradigm and the
proliferation of video on mobile and other devices. In order to achieve this, in June 2012,
the company introduced its Vidtel Gateway product. The Vidtel Gateway is geared towards
enterprises that have an MCU that is still going through its depreciation cycle yet does not
support external participants on desktop PCs, laptops, smartphones, or tablets. Because of
their hardware investment, these customers are seeking a solution that can enhance the
functionality of their existing Customer Premises Equipment (CPE) video equipment. The
Vidtel Gateway addresses this need by adding Skype and Google Talk capabilities to their
MCUs. Vidtel was able to quickly launch this new offering in response to requests made by
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8. BEST PRACTICES RESEARCH
channels such as Solutionz Conferencing, Inc. Vidtel has also demonstrated speedy
response to market needs by providing WebRTC support, winning the Best Conferencing
Award at the WebRTC Expo in November 2012.
Conclusion
The key elements of Vidtel’s value proposition are price-performance excellence,
enterprise-grade service, and channel friendliness. These characteristics will enable easy
connection between video conferencing endpoints anywhere in the world, while leveraging
cloud technologies that are more economical and scalable than other existing solutions.
By remaining committed to expanding its existing global network and optimizing its
performance while delivering good service at attractive price points to the mid-market,
Vidtel will capitalize on the “sweet spot” for video conferencing market adoption.
Therefore we believe that the company is uniquely positioned to be one of the video
conferencing services industry’s new “companies to watch” from an entrepreneurial
standpoint.
© 2012 Frost & Sullivan 7 “We Accelerate Growth”

9. BEST PRACTICES RESEARCH
The CEO 360-Degree Perspective T M - Visionary Platform for Growth
Strategies
The CEO 360-Degree Perspective™ model provides a clear illustration of the complex
business universe in which CEOs and their management teams live today. It represents
the foundation of Frost & Sullivan's global research organization and provides the basis on
which companies can gain a visionary and strategic understanding of the market. The CEO
360-Degree Perspective™ is also a “must-have” requirement for the identification and
analysis of best-practice performance by industry leaders.
The CEO 360-Degree Perspective™ model enables our clients to gain a comprehensive,
action-oriented understanding of market evolution and its implications for their companies’
growth strategies. As illustrated in Chart 5 below, the following six-step process outlines
how our researchers and consultants embed the CEO 360-Degree Perspective™ into their
analyses and recommendations.
C EO' s 36 0-D e gr e e P er s p ec t iv e ™ M o d el
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10. BEST PRACTICES RESEARCH
Critical Importance of TEAM Research
Frost & Sullivan’s TEAM Research methodology represents the analytical rigor of our
research process. It offers a 360-degree view of industry challenges, trends, and issues by
integrating all seven of Frost & Sullivan's research methodologies. Our experience has
shown over the years that companies too often make important growth decisions based on
a narrow understanding of their environment, leading to errors of both omission and
commission. Frost & Sullivan contends that successful growth strategies are founded on a
thorough understanding of market, technical, economic, financial, customer, best
practices, and demographic analyses. In that vein, the letters T, E, A and M reflect our
core technical, economic, applied (financial and best practices) and market analyses. The
integration of these research disciplines into the TEAM Research methodology provides an
evaluation platform for benchmarking industry players and for creating high-potential
growth strategies for our clients.
C ha r t 6 : B e nc h ma r ki ng P e rf or ma nc e w i t h TE A M R es ea rc h
About Frost & Sullivan
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and achieve best-in-class positions in growth, innovation and leadership. The company's
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© 2012 Frost & Sullivan 9 “We Accelerate Growth”