Comms Dealer

Gamma pampered key channel partners at the Donnington Valley Hotel and Spa near Newbury, treating them to a choice of beauty treatments, lunch, champagne and full use of the spa facilities including the pool, Jacuzzi, steam room and sauna.

Claire Black, Channel Marketing Manager at Gamma, commented: "We know how hard our partners work and recognise that in the busy world of telecoms, taking some time out every now and then to recharge is a must.

"We were pleased to see such a good turnout at this year's spa day. In an industry full of golf days, car rallies and poker nights, we feel it's important to spend time with our partners in a more relaxing environment and help them unwind."

Helen Booker, Sales Director at TM Solutions, added: "We really enjoyed Gamma's spa day as it gave us a rare opportunity to spend some time relaxing and catching up with both Gamma and other partners from across the channel. We came away feeling relaxed and refreshed!"

Organisations that continue to rely on legacy operating systems should invest in application portfolio management analysis to shape their future business strategy and reduce IT security risks and maintenance costs, according to the findings of a new white paper commissioned by Advanced 365.

Many organisations including banks and financial services firms, retailers and government are grappling with legacy solutions that are outdated and expensive to maintain due to poor system design, quick fixes and changing compliance standards.

To reduce the financial burden, many are considering moving their solutions to the cloud but are restricted due to incomplete documentation for their existing applications in order to chart a new strategic direction.

Managing systems and data to support business planning and analysis, ongoing IT maintenance and modernisation is a continuous and time consuming process.

Analysts estimate that 30% to 50% of IT budgets are spent on Application Development and Maintenance (ADM). However only 56% of ADM projects are completed on time, with as little as 27% considered a complete success.

Neil Cross, Managing Director of Advanced 365, said: "Legacy applications, such as OpenVMS and IBM mainframes, are typically very complex and have been developed over 30 years ago. As well as presenting heightened security flaws, invariably the first generations of developers have moved on which leaves firms increasingly vulnerable.

"Whether organisations decide to remain on legacy systems, or seek to move the functionality to the cloud, it is critical that they improve their understanding of these applications to enable them to effectively analyse, maintain and enhance their current systems to evaluate the inherent risks within their existing portfolio."

IAPM solutions, such as Advanced's Application Analysis system, provide metrics to determine the state of an organisation's current IT investment and perform gap analysis to more easily predict future requirements and the potential impact of change.

The solution creates a searchable database of information relating to all legacy applications, boosting development and modernisation planning productivity by up to 40% through automating manual processes.

IAPM systems also assist developers to better understand language, source code and data structures, in addition to the relationships between connected technologies and platforms used to deliver applications.

By creating a complete inventory and relationship map of every application element within their portfolio, organisations can regain control of their core business processes through improved knowledge.

Cross added: "IAPM solutions cut IT project costs by 25% or more while significantly improving operational efficiency.

"By gaining increased visibility and understanding of their application portfolio at any time, organisations can transition to solutions that can be more easily supported by new IT staff and address potential security vulnerabilities which threaten their future existence."

Microsoft CEO Satya Nadella has announced plans to offer commercial cloud services from the UK.

Microsoft Azure and Office 365 will be generally available from local UK-based data centres in late 2016 with Microsoft Dynamics CRM Online following shortly thereafter.

Microsoft also announced the completion of the latest phase of expansion for its data centre facilities in Ireland and the Netherlands, both of which serve as cloud computing hubs for European customers.

These new cloud offerings and expanded facilities will provide customers with more choice and increased opportunities to innovate more quickly, enabling growth for local economies.

"At Microsoft, our mission is to empower every person and organisation on the planet to achieve more," said Satya Nadella, chief executive officer of Microsoft. "By expanding our data centre regions in the UK, Netherlands and Ireland we aim to give local businesses and organisations of all sizes the transformative technology they need to seize new global growth."  
 
The new local Microsoft cloud regions will enable data residency for customers in the UK, allowing data to be replicated within the UK for backup and recovery, reduced network distance and lower latency.

Services delivered from these UK data centres will create new opportunities for innovation and local economic growth for Microsoft UK's 25,000-plus partners, said the firm.

Microsoft will also offer Azure ExpressRoute to provide customers with the option of a private connection to the cloud.

"With a cloud adoption rate of 84 per cent, the UK is a global leader in embracing the benefits of cloud-based solutions," said Michel Van der Bel, area vice president and general manager of Microsoft UK.

"Our commitment to offer Microsoft Azure, Dynamics CRM Online and Office 365 from local data centres will help meet such demand, especially for those organisations looking for solutions delivered from data centres based in the UK.

"This will open opportunity for customers and partners alike to innovate, compete and grow their business using the power of the cloud while adhering to strict standards and regulations like those found in banking, financial services and the public sector."

In addition, Microsoft announced the completion of the most recent expansion of its Ireland site and that its data centre facility in Middenmeer, the Netherlands, is now operational.

Both locations serve as hubs for Microsoft cloud services, including Microsoft Azure, Office 365 and Dynamics CRM Online, and will provide additional capacity for customers across Europe, the Middle East and Africa.

Telstra has launched a new international app portfolio giving global businesses access to new digital tools that brings together a range of software as a service (SaaS) solutions.
 
Jim Clarke, Telstra's Head of International Products and Pricing, said organisations must spend time listening to their employees and customers in order to create a business environment suited to the way they work.
 
"Apps are central to many forms of customer and employee interaction today," he said.

"Recently, at Telstra we hit a tipping point with more than 50 per cent of all our consumer customer service transactions now being completed digitally, including through our customer service app, with online customer interactions for Telstra doubling in four years.

"We recognise that without adopting and innovating with the solutions we design, we cannot expect to inspire those who we want to work with.
 
"Networks remain the cornerstone on which applications are built, and our heritage in this area means we can
now maximise our technology offerings to empower our customers.

"This first release of apps is just the beginning and we look forward to announcing more developments in the coming months."
 
The first release of apps range from electronic content management and digitising transaction process to mobile identity and authentication; and will be made available for Telstra customers in selected geographic locations.

More than half of UK organisations are planning to increase their cyber security budgets over the coming 12 months, according to EY's annual Global Information Security Survey (GISS).

The survey examines some of the most important cyber security issues facing business and reflects responses from 1,755 organisations across 67 countries globally.

The increase in cyber security budgets comes as 39% of UK respondents currently lack confidence in their ability to detect sophisticated cyber attacks.

The main obstacles challenging organisations' information security are a lack of skilled resources (56%), budget constraints (46%) and a lack of executive awareness or support (32%).

Mark Brown, Executive Director of Cyber Security & Resilience EY UK and Ireland, commented: "As we have seen in recent months, cyber security attacks on UK organisations are becoming increasingly sophisticated and all too frequent.

"Our survey results show that companies are worried that their cybersecurity resources, both in terms of skills and budget, are not sufficient in this current environment and that is a dangerous threat not only to their technology, but also to their bottom line."

When asked to list the likeliest sources of cyber attacks, UK respondents cited criminal syndicates (68%), followed by employees (63%) and hacktivists (56%). And, when asked about their organisations' investments in cyber attack protection, 52% said their IT security budgets should be increased by up to 25% to align their organisation's need for protection with their management's tolerance for risk.

Brown added: "While businesses, government and individuals are focusing on the significant opportunities and benefits of the digital world, they may be overlooking the necessary precautions and underestimating the long-term risks of deceptively subtle cyber breaches."

The enterprises know that their data is important and needs protecting, but don't know where to look for help.

"In another survey we conducted earlier this year, the overwhelming majority of global senior executives - 81% - said data should be at the heart of all decision-making. That includes decisions regarding cyber security," said Brown.

Looking at the global results of the survey, 36% of respondents said they could not detect a cyber breach, compared with 37% of those surveyed last year.

When asked to cite the likeliest sources of cyber attacks, respondents listed criminal syndicates (59%), followed by hacktivists (54%) and state-sponsored groups (35%).

When asked about their organisations' investments in cyber attack protection, a majority of respondents (69%) said their IT security budgets should be increased by 50% to align their organisation's need for protection with its managements' tolerance for risk.

A collaboration smart hub launched by Polycom and supplied by Nimans 'is much more than a traditional audio conferencing desktop device', according to Ian Brindle, Nimans' Head of Conferencing Sales.

"Polycom RealPresence Trio 8800 users can share concepts and images from PC or tablet in HD resolution. An optional accessory can also be used to provide cost-effective HD video calling with a USB camera to transform audio calls into an engaging video experience," he said.

"A simple to use touchscreen enables users to easily join meetings using calendar integration and notifications."

Channel supplier of Internet connectivity and hosted voice, Jola, has expanded its Ethernet service by 140,000 postcodes.

Andrew Dickinson, MD, said: "We have added several high quality second tier carriers to our stable of connectivity brands to create a portfolio of low-cost leased line products.

"Our partners enter a postcode into our online quote tool and in under three minutes the cheapest product for a variety of speeds and technologies arrives in their in-box.

"Where a partner is unable to support high-SLA connectivity, or they don't want to take the credit risk on 36 month contracts, we offer a dealer model where they set the price and we split the margin 50/50.

"At Jola we automate wherever possible which makes the normally problematic provisioning process far more predictable. This means Jola partners spend less time chasing leased line updates and more time selling."

Jola is offering an additional 10% off leased line prices until the end of this year.

Ahed Alkhatib, Head of Global Sales for Ericsson-LG Enterprise, first met Pragma's David George and Tim Brooks in spring 2012 at a time when the South Korean giant was evaluating its almost static UK business performance. Two years later, and from a standing start, Pragma was named Global Partner of the Year.

Since the meeting in 2012, despite the sad loss of David George to cancer earlier this year, Alkhatib has seen Ericsson LG's business in Britain grow significantly thanks to the legacy George left behind and the close bond he has developed with Pragma directors Tim Brooks and Will Morey and their expanding community of resellers. George was a legendary negotiator and had a long-standing relationship with the LG Group, but Alkhatib still took a gamble teaming up with Pragma after that seminal meeting. "The business model we operate is very different to that of our competitors in the market," he said. "Pragma is our only distributor in the UK market and Ericsson-LG Enterprise is Pragma's only vendor."

So what led to such investment in the partnership? It's all down to common values and an understanding of the channel, as Alkhatib explained when we spoke to him at Ericsson-LG's headquarters in Anyang, Seoul. "Pragma Distribution was brought to my attention early in 2012 when we were looking for ways to stimulate and drive growth in the UK," recalled Alkhatib. "As a newly established company I had not heard of them before, although both David George and Tim Brooks had a respected profile in the industry. We agreed to meet in Korea to hear them out and they presented an aggressive growth plan for the Ericsson-LG Enterprise portfolio centred on a strategy of doing the basic things better than anyone else was doing then in the UK.

"In essence, what they said made perfect sense. It was all about engaging with resellers as partners, listening and supporting them in all aspects of sales, training, marketing, technical support, supply and order management and, ultimately, working with them on the basis of mutual trust and respect. At Ericsson-LG Enterprise we pride ourselves on the relationship and loyalty we have with all of our distributors. While that may sound like some motherhood corporate statement, let me assure you it is not."

In three short years Alkhatib's wager has paid off. So much so that Pragma was named Ericsson-LG Enterprise's Global Partner of the year for 2014 and has set a course for bigger success on the back of a new cloud portfolio set to roll out to the channel in the next few weeks. "Our UK growth with Pragma has been phenomenal across both our SME and Enterprise sectors," added Alkhatib. "It's the strongest performance we have seen in the UK market for over 10 years. We have experienced a significant increase in global market share indicating to me that we have a product portfolio with a value proposition that is resonating in the market with our partners and customers. More importantly, we have a committed and experienced partner in Pragma doing all the right things to service and support the partner community in a way that I think has been lacking and missed."

To hear such words from the head of global sales for one of the top 10 technology companies on the planet is refreshing and will be reassuring for Pragma's partners. Alkhatib has been embedded in corporate structures since graduating with an electrical engineering degree and starting his career working for Avaya (then Lucent Technologies) in Sydney, Australia. He joined Nortel Networks in 2000 to be part of a broadband start-up business called Shasta Networks which the Canadian giant had acquired.

"I then had a variety of different roles while at Nortel Networks, all Asia Pacific and regionally focused, moving to Korea as part of the LG-Nortel Joint Venture company established in November 2005," noted Alkhatib. "Since 2005 I have had a front row seat for LG-Nortel's transformation into LG-Ericsson in July 2010 when Ericsson bought Nortel's stake in the Joint Venture and then into Ericsson-LG Enterprise."

Alkhatib has been 'thrilled' by the significant channel footprint Pragma has created in a relatively short time, but believes the foundations are being created for even greater growth in the months ahead. "Our partners in the UK market have a renewed understanding of Ericsson-LG Enterprise's vision, strategy and capability," he explained. "They know that we are committed to their success and investing in their future. This loyalty has led to an increase in business not only from our existing partners but from new partners that were handling competitive products."

Alkhatib believes there will still be long-term demand for on-premise IP PBX and hybrid products across the SME and enterprise sectors, which Pragma partners are addressing with the iPECS UC portfolio. "Our market is undergoing a significant transformation and we have invested heavily to stay ahead of the changing dynamics and evolving customer requirements," he said. "Our broad portfolio can match the right solution to specific customer requirements."

Those solutions include: the iPECS UCP platform, with on-board unified communications embedded natively into the system as standard; the iPECS eMG80 hybrid platform to address market demands for a hybrid solution; and the iPECS LIP- 9000 series IP Terminals with HD voice and an enhanced user Interface.

"There is still a clear value proposition for premise-based UC solutions which is highly differentiated from cloud UC solutions available today," stressed Alkhatib. "In general, on-premises UC usually allows for a high level of flexibility and customisation with a variety of solutions and available approaches. This option could also potentially lower the TCO as it generally requires a one-time investment rather than an ongoing outflow."

Nonetheless, Alkhatib is relishing the prospect of unveiling Ericsson-LG's new cloud-based portfolio to current and potential partners at Comms Vision at Gleneagles this month which will give them, as he puts it, 'the luxury of choice'. "We will continue to invest in our premise-based iPECS Unified Communication platforms and ancillary applications, namely mobile integration, contact centre, call reporting, call recording and network management solutions," he confirmed.

"But our approach to the development of iPECS Cloud UC gives our resellers the ability to offer customers a choice between a premise-based, cloud-based or hybrid-based UC solution, utilising a rich feature set and with complete feature parity. We have also designed the solution with five levels of administrative domains thereby allowing the system to be partitioned and resources to be allocated on multiple levels, making it ideal for a multi-tiered distribution model. The iPECS UC Cloud solution is also great news for our installed base of customers providing them with a cost-effective and simple way to evolve from their current premise-based iPECS UC solution to cloud, without having to replace existing terminals or losing any functionality.

"With our solid base in the mid-market and SMB, Pragma's partners have already demonstrated their capability in the enterprise channel with a number of large and interesting projects. We expect this to continue and our collaborative approach to developing both the technical and commercial proposition with our partners means that we are confident of strong sales from launch."

Pragma's contribution to Ericsson-LG Enterprise in the past three years is significant and Alkhatib clearly hopes the partnership will continue to flourish. "As we changed our channel to market strategy in the UK, we needed to undertake a major effort and focus to reassure our customers and partners that we remained committed to the UK market," he added. "Pragma has obviously played a big part in that initiative and as a team I believe we will continue to achieve our objectives.

"It's all about people, having a shared vision and aligned strategic priorities. I know that the Pragma team and the legacy that David George has left continuously emphasise the importance of engaging in an open dialogue. The Pragma Product Council which creates honest feedback from partners is a case in point."

If ever in the history of the comms sector there was a clear case for driving business transformation it must be now, according to Derek Nutley, Global Offer Director, Devoteam UK (and group-wide Head of Network Transformation). Rather than respond to the challenge with a token answer to 'something must be done', an all out digital battle must be planned, waged and won, he argues.

French ICT consultancy Devoteam claims to be at the vanguard of the digital revolution. The company was established in 1995 by two brothers, joint CEOs Stanislas and Godefroy de Bentzmann, in response to the deregulation of the telecoms industry in France, aware that the increased complexity of IT systems would mean telcos would need IT consulting services. "People who shared our passion for technology, our vision for its impact on business, and our energy to bring about change joined us," said Nutley. "Thus, The Devoteam was created."

Nutley's whole working life has been spent in IT and telecoms, beginning as an operator in the civil service, moving to COBOL programming, then systems analysis and design, overseeing mapping systems with the Ordnance Survey, followed by responsibility for the design of comms applications at Southern Electricity during privatisation. "I progressed to Chief Designer within Government at Logica and then project management within its Government sector projects," he explained.

From there he moved to Vodafone to develop billing systems, then into Operation Support Systems with Swedish consultancy AuSystems where he created the telecoms division in the UK. AuSystems was acquired in 2006 by Devoteam. "With my telecoms experience I was asked to run Devoteam's telecoms division in the UK," noted Nutley. "Three years ago I was asked to head up the company's offer for telecoms."

Since being appointed Global Offer Director Nutley has brought together the different practices across the group, unified skill sets to better serve its markets, and built a collaborative environment to share those skills within the group. Devoteam has also broadened its service portfolio, adopted new technologies and gained experience with new industries. "We take our average of 15 per cent growth per year, and expansion into 20 markets across Europe, as proof that we understand our clients' pains and are able to support them with good business judgement," added Nutley.

Devoteam has 3,600 staff, 443 million euro turnover (2014), and caters for over 800 clients across EMEA in all market sectors. Its portfolio of services include IT Service Excellence, Digital Enabler, Cloud Transformation, IT Transformation, Network Transformation (NT, its telecoms division) and Risk & Security. With Nutley responsible for NT, the focus is on helping traditional network operators as well as large enterprises with their evolving technology to embrace cloud and unify communications. The NT practice across the Devoteam group accounts for 50 million euros of the 443 million euros total. By the end of 2018, that stream will grow to 65 million euros.

"We will replicate in the UK the expertise we have gathered in our Centres of Excellence in EMEA," said Nutley. "Not only will we continue to develop 5G technology and beyond, we will help telecom operators to enable the cloud and bring expertise to the enterprise market through a consolidated set of services which Germany is piloting. Devoteam will be helping Tier 1 operators with 5G, and by the end of 2018 we will be at the centre of the roll out of 5G in EMEA."

Devoteam's telecoms division has developed a network evolution programme for a leading Tier 1 telecoms operator through three principal activities - the logical build of networks, interconnectivity with other operators, and migration services to new networks. The NT division has a strong presence in the UK, France, Germany, Benelux and the Middle East. In the UK NT has grown from six consultants in 2007 to nearly 100, and its principal activity is the consolidation of legacy 2G and 3G installations, the roll-out of 4G programmes as well as strategic consulting on the development and roll-out of 5G and cloud for operators and equipment vendors.

Devoteam has been fiercely independent for 20 years, and as a vendor agnostic alternative to the large consulting groups - with regard to both technology (software, SaaS applications) and sourcing (outsourcing, offshoring and public cloud) - the company is able to offer the right solution for each client, especially when the best option is disruption. "We chose not to catch the ERP wave," said Nutley. "Our strong independence extends to our management style, where each consultant is empowered to take the initiative and encouraged to go one step further in each of their projects."

According to Nutley, Devoteam's consultants see IT transformation as a digital battle. "We talk about making IT the business hero through its role of enabling people to embrace the digital revolution," he said. "The IT business heroes today are the ones who work on transforming organisations with innovative IT solutions while escaping from traditional siloed models. We believe that cloud is one of the main enablers, with its infrastructure, platform and application dimensions at the heart of this revolution, bringing agility, scalability and flexibility to businesses."

Being in services Devoteam is about people, and over the years a strong culture has developed, a culture where people speak frankly, have great respect and are united by a genuine interest in technology, a desire to share their knowledge with others and a sense of purpose when they witness society-changing projects come to life. Nutley added: "Vibrant communities have developed around key topics where information and experience is exchanged, creating dynamic expert groups to ensure that we can always provide clients with teams that are up to speed on the latest developments and best practice. Today we continue to seek out, evaluate and invest in innovation to offer our clients the best technology for their business."

Devoteam uses the latest tools like Google for Work to build its capacity to work globally, but with local depth of understanding. The company is currently taking on 500 new professionals a year and will continue to encourage technical specialisation and adoption of its shared company values of respect, frankness and passion, all of which contributed towards an internal group-wide transformation programme (kicked off in 2012) over 18 months to reposition the firm in terms of its main markets.

"The next step was to change our visual identity to reflect our new position as a strategic ICT consultancy in the digital age," added Nutley. "This coincides with our 20 years in business. Since early 2014, we have concentrated on providing innovation and value around cloud and digital technologies. In this new phase we have spearheaded a number of projects to help organisations benefit from our expertise in digital collaboration, user experience, DevOps and service management. Today, the company is going even further. As a leader in digital transformation we want to ensure our new visual identity, a clear, colourful and digital-focused brand, is recognisable across our international operation."

The rebrand also recognises that customers buy differently and that Devoteam is positioned to service this need. "People work the way they live, and the way service is delivered has changed with 'everything as a device' playing a key role," said Nutley. "Change needs to be delivered as cost-effectively as possible, and this means we need to embrace the Internet of Things to help companies build more collaborative environments that will promote future innovation.

"For some time there has been a trend across EMEA towards buying a complete solution rather than the means to build that solution. The challenge is to create the right mechanisms for service delivery as well as the KPIs to measure its success. The trend throughout IT is to embrace cloud, and Devoteam has strategic partnerships with ServiceNow and Google, for example, to help companies move in this direction.

"The role of the SI is to understand what businesses are trying to achieve, then advise them on the 'art of the possible' by removing the challenges posed by technology so that businesses can improve their ROI. Devoteam decided three years ago that this is only achievable through finely honed expertise serving specific areas of business and with a sharper focus on tailored solutions."

Having built three telecoms companies alongside long-term partner Alan Shraga, Simon Payne has helped scores of resellers make personal fortunes. Now the duo have invested in a new wholesale model to help channel players cash-in on low energy prices.

Comms Dealer caught up with Fidelity Group CEO Payne at the Comms National Awards in London and questioned him on the new Fidelity Energy project he will be introducing to potential ICT reseller partners at this year's Comms Vision. "When Fidelity Group was launched I planned on it being a group of companies offering a range of services," he said. "The Energy project is the first service to sit outside of telecoms and datacoms. Selling to existing clients is easier than selling to new ones, and I am inspired by the Virgin model that facilitates lucrative cross-selling. So we rolled out the energy service though our Fidelity Group customers. In time, I was planning to launch wholesale services in water, insurance and waste etc, but I am now motivated to do that much sooner."

As with any industry there are normally only a few industry leaders who drive the pace and direction. Payne was fortunate enough to meet one of these leaders, Paul Havell, who is now Managing Director of Fidelity Energy. "Paul knew all the right people I needed to complete the foundations of the business, and his knowledge of pricing and service delivery is critical to win end user customers," added Payne.

"Timing is everything. The energy industry is intensely price-lead because there just isn't any post-connection service required. Unlike telecoms where there are always issues on the board, we don't have any with our energy clients. So, with sales relying heavily on price, the low price today plays an enormous factor in the ability to win the client.

"Everyone knows that petrol and energy prices have fallen over the past year. They are still at an all-time low. That means almost every customer we visit is paying 50 per cent more than they could be if they changed provider. For comms resellers who have been in the industry a long time, the sale is about as easy as selling a Mercury Smartbox. It is a window of opportunity and every day that passes the window closes further."

Payne also pointed out that there have been energy dealers around since deregulation, so the business of selling energy for a commission is not new. What's new is selling energy using the existing brand of wholesale partners. "Historically, to sell wholesale energy you need a licence, and that is a complicated process that takes more time than this window of opportunity will allow," added Payne.

"Fidelity Energy has created a solution that ticks the boxes for our wholesale partners. There are variants of the solution that can still incorporate the up-front cash components that Alan and I are offering to motivate partners. I suspect the reason why no-one has tried to fill the gap is because it is quite a unique model used by the telecoms industry. My conversations with the energy companies were all similar, with them expressing surprise that there was demand for the hybrid style solution."

Any reseller adding energy provision to their portfolio will generate 'a lot of cash', claims Payne, potentially some up-front, and very quickly. Also, a cross-sold service makes the customer stickier. "We have three different offerings and they are all familiar territory for telcos," commented Payne. "Dealer, wholesale and wholesale white label. We can have a partner operating under the dealer model set-up within a day.

"We use our well proven ANVIL billing platform as the backbone engine that drives the service, commissions and data flows etc. A wholesale partner takes a couple of weeks as marketing, branding and documentation needs to be organised."

Once up and running, Fidelity Energy partners will be saving their customers money on energy bills. "Beyond that simple message, they can choose green sources and benefit from remote controls and detailed monitoring that comes as part of a smart connected world," added Payne. "We are not pioneers in this field, but none of the clients who we have connected to date are using the technology."

There is no reason why a telco with a similar size client base to Fidelity (£8 million last year) can't achieve the same results in the same time frame. Fidelity Energy will top £1 million profit in its first year of trading. That can be copied immediately by everyone, says Payne. "In the same way that traditional telcos are converting clients to hosted telephony, the same is happening with the migration towards low prices in energy," he added. "Every month more customers will renew at the new low rates, and if they haven't renewed with you then you've missed the window."