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Customer Case Study
EXECUTIVE SUMMARY
Almaviva Tele Sistemi Ferroviari
● Technology
● Rome, Italy
● 700 Employees
● Rome, Italy
● 700 Employees
BUSINESS CHALLENGE
● Desire to change business model in order to
win new customers
NETWORK SOLUTION
● Cisco Data Center Business Advantage
vision, architectures, and technologies
BUSINESS RESULTS
● Revenues from new IaaS services alone to
reach 2-3 percent of total revenues in first
year
year
● Huge CapEx and OpEx savings from agile,
simplified infrastructure
● Cost reductions include: cabling costs 70
percent, new server provisioning 25 percent,
power consumption 60 percent
power consumption 60 percent
● Almaviva TSF is strongly placed to become a
leader in the cloud computing services market
Outsourcing Provider Transforms Business Model
Italian ICT company Almaviva TSF adopts Cisco Data Center Business Advantage
vision to create new, on-demand cloud services.
vision to create new, on-demand cloud services.
Business Challenge
Almaviva Tele Sistemi Ferroviari (TSF) is one of the leading
providers of ICT services to the transport and logistics industries in
Italy. It was set up as a spin-off from the ICT division of the Italian
State Railways Group which remains Almaviva
TSF‟s biggest
customer.
Almaviva
TSF‟s goal was to build on a period of strong business
growth, while reducing its dependency on one revenue source in
order to minimize risk. The company aimed to win new business
from existing customers and reach new customers in different
industries. Almaviva TSF also wanted to ensure that it was ready to
take advantage of the economic upturn, when it arrived.
“We believed that the time was right to change from a hosted service
delivery model to pay-per-
use,” says Francesco Barbieri, Manager of
Data Center Operations at Almaviva
TSF. “This would enable us to
create an extremely agile infrastructure, lower our CapEx and OpEx,
and sell new services at competitive prices to customers in a broader
range of industries.”
range of industries.”
To achieve all this, the company would have to adopt a new business model and transform its IT infrastructure
from a cost center into a revenue generator. Being able to respond to customers‟ needs more quickly and cost
from a cost center into a revenue generator. Being able to respond to customers‟ needs more quickly and cost
effectively was an urgent priority. Previously, Almaviva TSF would buy new, dedicated hardware for each project,
an approach that was no longer flexible enough; for example, it took about a week to provision a new service.
Using this traditional model, Almaviva TSF had built up five separate data centers, each dedicated to a customer
portfolio or a major application such as railway ticketing. The silos operated independently of each other, needed
large amounts of space, consumed huge quantities of power, and were costly and time-consuming to manage.