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Blackberry 2.0? Double, double toil and trouble; By Shann Bosnell Fire burn, and caldron bubble. VP of Technology, TUC Managed IT Solutions

Business Continuity



What’s The Difference?

By Matt Reilly Marketing Coordinator, Datto



By Ross Beard Marketing Manager, Client Heartbeat

CUSTOMER RETENTION STRATEGIES FOR COMPANIES By Ross Beard Marketing Manager, Client Heartbeat




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Letter from the Editor

To quote a famous song, “The times they are a-changing.” They are, and there is no reason to believe they will stop changing anytime soon. In 2013, we haven’t seen a reduction in the pace of IT change or innovations, nor do we expect 2014 to change that trend. Here at TUC Managed IT Solutions, we are bombarded with that truth every day. By virtue of our position as a trusted business technology advisor, we get to see firsthand the challenges that face our valued customers and partners across the different business areas in which they work. TUC itself is made up of many key pieces that all work together to bring you “the technology you need in the model you want.” For example, our Service Desk Team interacts with our clients daily, works in close association with our Account Managers, as well as our Managed IT Solutions (M.I.T.S.) Team and Professional Services Team. This effective combination of teamwork enables TUC to see what our customers see, usually before they see it thanks to proactive remote monitoring and management. Customers can evaluate trends, both internal and external, discuss any matters internally with our subject matter experts, and communicate any threats, opportunities or strategies so our customers get more from their technology, rather than just subsist on it. As I mentioned, we have the advantage of being able to see changes take place, every minute of every day. This doesn’t mean TUC itself is immune to change. 2013 brought with it a great deal of change internally for our organization as we made key acquisitions and investments to best meet the changing needs of our customers. For many of our customers, beyond acting as their pure managed services provider, we are granted the additional privilege and responsibility of acting as their Virtual CIO (or vCIO as we call it). This role means we are trusted to help them “guide the ship” from a technology perspective. We gaze into our crystal ball of related experience and market knowledge, and help our customers make the correct technology choices for their particular needs. One of the key aspects of this role is being able to report against it: 2013 brought change that enabled us to provide clear, top-level reporting and granular reporting on all things IT to mid-size businesses all the way up to small enterprises. In 2013, TUC also invested in a systematic customer satisfaction polling and reporting system from our good friends at Client Heartbeat. Partnering with Client Heartbeat brought us a vehicle that enabled us to easily engage with our customers and to get a real-time reading of their pulse—without intruding on their time. Many of our customers are likely already familiar with this very simple exercise, or will be familiar with it soon. We like the Client Heartbeat philosophy: “Focusing only on what the user wants and needs and nothing more.” We are happy to feature two of their articles: 4 Strategies to use when Dealing with Difficult Customers and 9 Customer Retention Strategies for Companies. This issue of Elements, therefore, focuses on two things: Technology Trends and Customer Retention. We hope you enjoy this issue of Elements Magazine. Cheers! Aaron Bradley Director of Marketing TUC Managed IT Solutions


Blackberry 2.0? Double, double toil and trouble; Fire burn, and caldron bubble.

By Shann Bosnell VP of Technology TUC Managed IT Solutions Double, double toil and trouble; Fire burn, and caldron bubble. Seems like it is all the rage to get on the Blackberry bashing train these days. And let’s be honest, they certainly aren’t making it hard. In a world of HD screens, and quad core processors on mobile devices more powerful than the computers that control Canada’s aging CF18 Hornet fighter jets, has the world moved passed the small Canadian mobile company that could? Has last week’s news of a 40% cut (4,500 more) employees and nearly $1 Billion in hardware write off signaled the death knell?   There are two major players in mobile computing today: Android OS and Apple and its ecosphere. Two completely different approaches. One is an open source platform allowing manufacturers to design their devices and utilize the OS to meet their defined needs. The other. You have zero choice in what it looks like and how it operates, but it does this in a compelling way that makes it very easy to enter as a consumer and very difficult to leave. Both have their merits and target specific users in the marketplace. This article is not about which is better, but more so can there be a third player, or even a fourth? The world is changing, moving faster and consumers are expecting more from their devices. Basically, consumers are becoming more intelligent with their purchases. They want a device that will perform well, give all-day battery life and have every possible application they could want. And they want it for the least price possible. Feature phones are dead. Nokia running Symbian, and Research in Motion running BBOS 7 or under, were for all intents and purposes feature phones. And, in that regard, they performed amicably. And because those companies put their stock into feature phones, they failed.Nokia went from being the #1 smart phone manufacture in the world, to irrelevance. RIM (or Blackberry now) decreased market share year over year while the C levels continued to stay the course. I would say that both of these companies suffered from a single issue. Hubris. In the last few years, Blackberry has gone through some changes. Removing those single minded C levels was part of the strategy.  The other part, understanding that internally they couldn’t create a product that would bring them to the next level. So they purchase a small mobile OS creator— QNX. Now QNX powers a multitude of devices from mobile to medical to intelligent radios found in high-end cars. So Blackberry now has a compelling OS to power their mobile platform—but it took YEARS to come to market, all while Android and Apple eroded the market share.    Where does Blackberry go from here?

point to Blackberry looking for a suitor to purchase them, either whole sale, or in parts—Hardware, NOC / Software. It is this writer’s humble belief that selling it in parts is a bad idea. There has been a lot of movement in mobile this year. Remember Nokia earlier in this article? Microsoft ponied up $7.2 Billion for them on September 2 of this year. Now Microsoft has a hardware company to push their mobile Windows Phone 8 platform, and Nokia is an excellent hardware company. On August 15, 2012, Google purchased Motorola for $40.00 per share. This gives Google its own hardware company to push out its Android OS. The first brain child of that marriage is the Moto X. By all accounts an excellent device manufactured in North America.  While spec wise, not a top-end device, due to quality manufacturing and Motorola and Google sitting in the same room together, the device works amazingly well and is pushing the envelope of the need for top-end specs. Let’s be honest too, the other Android-using companies should be scared. Let’s say for a second that you are Samsung. You see that the other major vendors, Microsoft and Google, are purchasing their own mobile hardware companies. You are sitting on a boat load of cash. Samsung is the #1 Android mobile platform in the world currently—by a long shot. Founded in 1938, with a current net revenue of $269 BILLION and over 1Ž2 million employees worldwide, Samsung ain’t no joke. Knowing that your competition in the mobile world now has end-to-end solutions of hardware / OS do you start to wonder if that is a good idea? Even with the lack of market share from Blackberry, they still are a major player outside North America. There have been talks of a valuation of Blackberry being around $5 Billion. For a company like Samsung, would this be worth taking a chance on? Blackberry still has the most secure mobile platform on the planet, and with BBM coming to Android and iOS recently, it gives true multi device, OS agnostic messaging.  Blackberry still makes tons of money on its NOC services (Blackberry Enterprise Services). The time is ripe for a company like Samsung to purchase Blackberry and make a real foray into Enterprise solutions. There are players out there in the Mobile Device Management, but it is still a young business. With Blackberry’s security and BBM’s capability to hit all manufacturers there is no reason to think that with the right backing it couldn’t become the third player in the mobile market.    There has been talk of companies like CISCO purchasing Blackberry. Heck, recently it was announced that Mike Lazaridis is interested in purchasing back the company he created and taking it private (like Michael Dell and his computer company). It will be an interesting year seeing what happens. As a Canadian, I hope Blackberry can relive some of its former glory, and would love to see it stay Canadian. But I think part of the hubris that brought them down falls on the shoulders of Mike. Samsung might not be the best choice for Blackberry, but it does make a lot of sense for Samsung.

Let’s start with the good news. $6 Billion in the bank, and ZERO debt to speak of. That’s helpful.  Blackberry is going through what it calls “right sizing.” This is HR talk for downsizing. It is completely possible that Blackberry was resource heavy. It spent a lot of time in development, and perhaps much of that was spent in the wrong development areas. All signs



By Ross Beard Marketing Manager Client Heartbeat

Difficult customers are part and parcel of doing business. Companies that know how to deal with difficult customers the right way, can reap the benefits of high customer satisfaction and increased customer retention. I know you have experienced a similar situation to this. One of your important clients calls you on the phone, screaming down the line. You say hello and they explode into an aggressive state because you did not meet a specific deadline, or the product did not arrive on time. What do you do now? Some people will try to relay the blame, others will soak it up and put the customer first, and others might bite back with even more aggression. Heck, you might not even know how to handle the situation. That is why I have put together four strategies you can use when dealing with difficult customers. Use these strategies to help turn unhappy customers into happy customers.




Difficult customers want to be heard. They want to see and hear that you are listening to their problems or concerns. More important, they want you to do something to solve them.

Unhappy customers want solutions. You do not want to spend too much time on the problem, instead find a way to offer solutions quickly.


That is why it is so necessary to listen and really understand what is causing the customer to be unhappy. Let the customer speak and get everything out, then relay the problems back to them to clarify. Be clear, say something like this; “So <customer name>, you are having problems with <xyz>.” Once you get confirmation that that is the problem, you can start thinking about solutions that can fix it quickly and effectively. Providing you listened well, you should be able to solve the problem and ensure it turns the unhappy customer into a happy one. Remember you might be on your last straw, so make sure you do not under deliver on the solution.



Just as difficult customers want to be heard, they also want to be shown that you care. By this I mean: show empathy, be genuinely concerned with why they are upset, and act swiftly to help resolve the situation. Genuinely caring goes a long way to easing the situation with unhappy customers. To get in the right “customer service mindset,” I like to put myself in my customer’s shoes. If they have experienced a situation that has had significant impact, you need to be able to relate on their level. So if it is a matter of urgency, act quickly. If it is a matter of security, be careful. If it is a matter of inaccuracy, make sure you double check. I have found that taking the extra time to show that you care helps with easing the customer’s pain and assists with calming the customer down.


This shows that you are capable of resolving the issue. Customers love to hear about how you can make their pain go away. By focusing on the solution and how you plan to make it happen, you can refocus their negative emotions towards some more positive ones. If you feel like you know what will make the customer happy, tell them how you would like to correct the situation. Mind Tools™ recommends you say, “I know you need these samples by tomorrow to show to your own customers. I will call our other clients to see if they have extras that they can spare, and, if they do, I’ll drop them off at your offices no later than 5:00 this evening.” This is a great way to clarify you understand the problem and ensure you haven’t missed anything. If you are unsure what the problem is or the customer resists your solution, give them the power to resolve things. Ask them to identify what you can do right now to make them happy. Their answer will be the solution. Work on finding a way to make that happen.



Customer expectations form the basis of all customer satisfaction. To keep customers happy, you must consistently be exceeding their expectations and making them go WOW. When dealing with difficult customers, a quick win is to focus on exceeding their expectations. Go above and beyond what they expect and ensure they are well looked after. Exceed expectations by taking extra time to understand their problems. Exceed expectations by providing solutions quickly, even if it means you have to drop everything you are doing to make it happy.

To exceed expectations, I like to recommend these quick tips: •

Be quick to answer customer complaints or comments—make sure you are available on the phone or email to answer within 15 minutes.

Proactively try to identify the problem; for example, the package was late, you know from tracking that it was late, so you should be armed with this information on the call.

Offer a quick solution to solve immediate pains and overall solution to resolve the problem completely—customers want immediate help and assistance—even if it is you just letting them know that a technical person is looking at the situation.

Difficult customers don’t have to be difficult The most important thing when dealing with difficult customers is to remember that they are only human. At the end of the day, they may be having a bad day or may be getting pressure from someone else to get the problem fixed. Think about the last time your ass was on the line because of a vendor’s mistake. How did it make you feel? Probably not very good considering you might have had to take the blame for it. Keep that feeling in mind when dealing with difficult customers in the future. Use the strategies I’ve listed today so you can be more strategic about how you handle unhappy customers.

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Open your ears, show that you care, provide solutions and go above and beyond.

For more information regarding TUCʼs I T Products, please contact us at the following:


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By Ross Beard Marketing Manager Client Heartbeat Customer retention is on the minds of small and medium businesses across the world. With rising customer acquisition costs, businesses need to get innovative and start taking a proactive role in retaining their clients. Studies from the U.S. Small Business Administration and U.S. Chamber of Commerce have found that acquiring new customers can cost as much as five to seven times more than simply retaining existing customers. Considering customer profitability tends to increase over the life of a retained customer, there is extra incentive for business to allocate more resources to sharpening up their customer retention strategies. Before I go into recommending nine customer retention strategies for businesses, I wanted to highlight three reasons identified in the study as to why your customers may leave you. •

68% leave because they were unhappy with the service they received

14% were unhappy with the product or service

9% decided to use a competitor

The following nine customer retention strategies will give you some inspiration and practical examples to help you improve your customer retention rates. They aim to address the above highlighted problems and give you actionable tips you can implement today to ensure you start retaining more customers.



The best thing you can do to start building better customer retention is to set client expectations early. Do not wait to set the expectations, the earlier the better. Shannon Kohn from Datto wrote a great article that highlighted the importance for companies to set expectations through Service Level Agreements (SLAs). A great way to foster loyal customers is to “under promise and over deliver” on the expectations you originally laid out in the SLA. For instance, Datto states in its customer SLA that any ticket submitted with an “urgent” priority will be replied to within one hour. In reality, the response time on those tickets is closer to five minutes. By setting expectations early, you are able to eliminate any uncertainty as to the level of service you need to be providing to ensure your clients are happy. This clear vision enables your company to build KPIs around specific expectations and ensure you are always over delivering. It is important to know that clients tend to  remember  negative experiences. So if you have over delivered in the past 20 occasions, but that one time you undelivered—your client will no doubt quote that negative experience as a reason to cancel their contract with you.

Let us take a look at an example. R&G Technologies, a successful Australian IT company, uses a service-based model and are in the top 15% of all managed service providers when it comes to speed of response as measured by Client Heartbeat. R&G Technologies have implemented strict SLAs that work tightly with their employees KPIs. Jason Neville, General Manager of R&G, explains that his employees are incentivised by meeting specific KPIs that exceed client expectations. All Service Desk staff have 10 to 15% of their salary tied to delivering on our Service Level Agreements. If we break more than one SLA for the month, the entire service desk receives no bonus. Similarly, each individual service desk team member receives a bonus which is tied to the number of tickets they close for the month— so we encourage both individual and team based performance to achieve our goal.



Small and medium sized businesses are becoming more and more dependent on services to run their business. No matter what industry you are in, if you can be the expert in your particular field, you will go a long way to retaining more customers. Becoming your customers’ trusted  advisor  will build customer loyalty and reduce customer churn. Let us revisit the example with R&G Technologies. If you were an IT company, try to be their guy for all things technology focused. So that means your responsibilities are not restricted to the bare minimum requirements in your contract. If a customer wants some additional advice on which mobile phone best suit their needs, you better be ready to assist them in choosing a device. By becoming this trusted source on all things technology, you build that relationship which leads to a dependency. They trust you and rely on you to give them the best advice and become an integral part of their business success. If you are looking for ways to build trust with clients, take a look at some industry specific problems facing your clients at the moment.  Compliance and  regulations  are big buzz words among small businesses, so as an IT company, this provides a perfect opportunity to demonstrate your expertise and build trust with your clients.



Give your clients a quick courtesy call—inform them of the upcoming changes and provide some insightful recommendations as to the best plan of attack for them. This proactive, personalized approach will go a long way to building customer loyalty and contributing to your customer retention strategies. Chris Herbert, Managing Director of Effective IT, another Australian IT company with some of the highest “Partnership” scores worldwide  as measured by Client Heartbeat states: Being a trusted advisor takes time and a real focus on becoming an integrated part of our clients’ businesses. We want to be their one stop technology advisor and that means you have to be comfortable helping them with everything right from their new mobile phone, to scheduling and running strategic IT meetings. Above all else, I think the reason we have such high partnership scores is our customers trust us implicitly. We always give them unbiased advice even if we don’t make much money in the short term. We know the names of all the staff that work for our clients. Even something as simple as popping in when one of our team is in the area for a quick, free walk-around builds trust—so they don’t think every time you appear you are selling something or on the clock. If you put their interests first, eventually you are rewarded with trust, and that is the most important part of a long term partnership.



As the age old saying goes, you do business with people you trust. Trust is a big factor in business and building relationships with your clients will go a long way to gaining their trust. A study by the African Journal of Business Management found that as trust increases, commitment tends to get stronger. It goes on to recommend building trust through shared values. So what are shared values? These are areas where you can share an interest in their business. It means you actually need to take an invested interest in your clients. Do some research into their business, understand how you play a role in their day-to-day activities and use this to strengthen your relationship. A good way to start is by asking one simple question next time you stop by for a quarterly checkup.

Ask your client—what differentiates them from their competitors? Once they tell you, remember that and make a note to do some extra research and find ways that you can assist them with strengthening that point of differentiation through the services you provide. Give them a follow-up call the next week and let them know what you came up with, this shows you have a shared value and are genuinely interested in their business. It is no longer good enough to just provide a service—as competitors enter your market, you need to start building these shared values with your clients and to show you have an invested interest in the success of their business.

To achieve and maintain this harmony, today’s companies must establish a dialogue with customers that shows an awareness of their information needs and respect for their communication preferences. The more contacts made with a customer, the “stickier” that customer becomes. When customers are consistently given valuable information, this stickiness can form a durable bond of loyalty.

A major airline proactively texts customers to advise them of flight delays

This leads me onto my next point: implementing a relationship marketing strategy.  You have probably noticed that relationship marketing has been thrown around a lot in the past couple of years. This is of particular importance to you because you are a service-based business.

A corporate billing department alerts customers when an invoice is nearly due

To get you started, here are two quick ideas you can do to start relationship marketing: Implement a monthly email marketing campaign This is a lot easier than it sounds. Basically, you want to be emailing your existing customers once a month. Touch base with them, inform them of any recent news or services, and share a couple of great articles you think will help them with their business. You should also link to your articles (see below) as a way to drive your customers to your blog. Start a blog Write a weekly article on something interesting you did that week. Something that you feel your customers would value. Maybe it is a new product that can help save your clients 20 minutes a week, or maybe it is a white paper that provides great insight into employee management. Be consistent with your blog and start using it as a way to build relationships with your customers.



Anticipatory service is a proactive approach to customer service. Instead of waiting for problems to occur, a company who implements anticipatory service can eliminate problems before they happen. Aspect wrote a white paper, Four Reasons Why Proactive Customer Care Means Customer Loyalty, which explains the science of customer relationships as being simple—the value you get is proportionate to the value you give.

Let’s take a look at two examples of anticipatory service:

In both these examples, the company is taking a proactive approach to what could end up being a problem that results in a negative experience. With the airline, no one likes to arrive at the airport and find out their plane has been delayed for 50 minutes. Likewise, with the corporate billing department, you do not want to be hit up for reminder invoices and late fees when these reminders could have been sent prior to the deadline. You should be looking at ways you can stop problems happening by being proactive. A good idea that you can implement today, is a quarterly or half yearly, onsite checkup. Let’s see how it works: So you have a client that has not  had any problems for four months, everything is running smoothly, your tech guys setup was perfect and there have been no dramas since. Instead of just playing the waiting game, you should schedule an onsite checkup. Have one of your guys check in with your client, see if everything is running smoothly and double check the processes you setup earlier are all still in place. By being proactive—you can save yourself a lot of reactive problem fixing in the long run, as well as building the perception of “anticipatory service” with your customers.



Automation tools allow for the time-consuming tasks requiring manual intervention to be standardized into repeatable processes. Companies who leverage automation are able to focus more time on minimizing downtime and keeping clients’ networks performing at their best.

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Companies are typically bound by contracts that guarantee their services and make them accountable to clients. By leveraging automation tools, and streamlining repeatable processes, companies can better meet their commitments. By standardizing  your processes and setting expectations for service levels, you can increase customer loyalty which will lead to improved customer retention rates.



A great way to improve customer retention is to improve customer service. As outlined at the beginning of this article, 68% of your customers leave because they were dissatisfied with the service. The team at R&G Technologies was facing some similar numbers. They set out to rectify the problems right from the source.

Connecting with customers takes more effort and time to build your communities than typical social media acquisition strategies. To get started, I remember taking the following three actions: First, setup a LinkedIn group; second, created a Twitter profile; and third, created a Facebook page. Include these links to your profiles in all future communications with clients Now use these channels to aggressively communicate with your customers. Start linking out to valuable and relevant content, share your thoughts on topics and engage with clients who leave comments and feedback. Scott from MSP Business Management, recommends companies struggling to find things to post about on their social media channels, could write about the following: • Product news updates

R&G Technologies implemented customer service KPIs built around their contractual agreement. This way, every R&G employees’ performance was being measured and incentives were based on their level of service, which was closely tied into the clients’ goals.

• Short pieces on key IT news such as virus outbreaks or high-profile system outages

Let’s hear from Jason Neville, General Manager of R&G, a bit further on the details of this initiative:

• Details of new services that you offer

Customer satisfaction is measured quarterly through Client Heartbeat, and is tied directly to employee KPIs and compensation. We operate in a model with senior engineers assigned to a group of customers. If they do not achieve 8/10 then they fail to achieve their KPI. This is also tied back into a company goal and bonus structure.



Your clients are online, so let us start building relationships with them while they are glued to their computer screens. With the rise of social media, it makes sense to start connecting with your clients on these mediums. I would focus my efforts on building social profiles on LinkedIn, Twitter and Facebook. The majority of your clients will have active profiles on at least one of these websites. Debra Ellis from Social Media Today says that social media is changing the playing field because it provides a venue for the one-to-one connections that create unbreakable bonds.

• Case studies featuring your clients • Reviews of new software



Often times, companies overlook how important this is. Going the extra mile for your customers is an easy way to build strong relationships. As a service business, you have lots of opportunities to woo your clients  and go above and beyond what is required. By doing this, you can build some serious long-term loyalty. If your clients know you are prepared to do that bit extra, they will stick with you  when competitors start knocking on the door. Here’s a couple of ways you can go the extra mile for your clients: • Pay attention to what you customer wants and make their issues, your issues—be proactive in addressing them. • Go out of your way to point out some potential issues and fix them before they become problems.



Customer churn can be avoided by simply just listening to your customers. Customer feedback surveys are a great way to learn how your service is performing in relation to your clients’ expectations. Qualtrics defines customer retention as being individualized  and varied across the kind of product or service provided, the kinds of customers served, the number of customers served, the longevity and frequency of customer/ supplier interactions, and how you intend to grow your business. Client Heartbeat has identified three key metrics you need to monitor to ensure you can measure customer retention most effectively: First, you need to monitor customer feedback on an individual level. You would be wasting time comparing feedback across a wide, broad range of customers. You want to narrow down to a specific client, see what they thought and take action from there. Second, you need to trend feedback across a period of time. You need to be tracking feedback survey to survey so you can see which areas have improved and which have suffered. Third, you want feedback from customer surveys to provide intelligence. You need it to provide you with data: what customers are at risk, which areas of your business need improvement, and where your business’ strengths lie. All this feedback can help you retain clients. By understanding client feedback, you can take action before it is too late and make business decisions based on real data-drive feedback.

Windows XP SP3 and Office 2003 are officially ending

It’s not the end of the road—it’s the beginning of a new At TUC, we know all too well that migrating to a new system isn't easy. That's why we have created multiple options for you to make your journey as easy as possible—as simple as T... U... or C. TRADITIONAL: Was your software out-of-date simply due to a much needed upgrade of your infrastructure? UTILITY: Are you reluctant to upgrade due to older, out-dated machines thus requiring new desktops and laptops? CLOUD: Are you ready to move to the new standard in business application technology? We can help you migrate to a hosted solution—easy to access anywhere, 13

BUSINESS CONTINUITY VERSUS BDR: WHATâ&#x20AC;&#x2122;S THE DIFFERENCE? By Matt Reilly Marketing Coordinator, Datto

Understanding Recovery Time Objective (RTO) is key to knowing the difference between Backup Disaster Recovery (BDR) and true business continuity. Business continuity goes beyond a defined process or plan, it is in fact a state of being for a business. When full business continuity is achieved, it fully prepares a business to not only recover from a disaster, but also protects the business from the adverse effects of that disaster. Implementing business continuity practices ensures that the appropriate people have access to critical functions: customers, suppliers, managers, and everything that a business needs to function. This is why business continuity cannot be achieved simply through one solution or technology. There is still an intrinsic human element involved in business continuity. Necessary planning and processes need to be put in place for a business to fully recover. For this reason, businesses must plan their business continuity strategy on two fronts: 1. Planning how to continue business processes in the event of disaster. 2. Choosing the appropriate business continuity solution to support these processes. Dattoâ&#x20AC;&#x2122;s solutions allow a business to have undisrupted access to its servers and workstations. This is achieved through instant onsite and off-site virtualization technology. But if a business does not have the proper planning in place, such as which servers and workstations need to be prioritized for virtualization in disaster scenarios, or what the chain of command is for handling disasters, then the business will scramble to get back up to speed and will experience downtime. A good plan, processes, and trained employees combined with Datto solutions will get businessesâ&#x20AC;&#x2122; processes back up and running fast.


Understanding BDR BDR refers specifically to the safe retrieval of periodically archived data during or after a catastrophic event. For example, if a company’s physical server is damaged beyond repair, the company would implement their disaster recovery plan to retrieve missing or lost files. While many believe that a BDR plan is only relevant in the case of natural disasters, it’s not uncommon to see disasters caused by other less catastrophic events such as internal electrical fires or power surges. If a business does not have the proper planning and the correct solutions in place, servers or workstations vital to the business functioning could potentially be down for hours, days, or even weeks depending on the level of damage and/or the amount of data that needs to be recovered. Depending on how critical this data is to the business, this could potentially lead to a business losing clients, revenue, or in a worst case scenario, being forced to close its doors for good. The key differentiator between the technology behind disaster recovery and business continuity solutions is the recovery time objective, or RTO. The RTO of a given backup solution is the time needed to restore data to the production environment. Datto’s technology offers solutions that achieve RTO objectives by giving clients the ability to restore data in seconds, not hours or days. When assessing one’s disaster preparedness it is important to take every aspect of the planning process from both a technology and human standpoint. If a business is truly serious about achieving full business continuity, it needs to ensure that a proper plan with the right technological solution is in place


Making IT easy in a world that is not.

TUC - Elements Magazine  

This issue of Elements Magazine focuses on two things: Technology Trends and Customer Retention. We hope you enjoy this issue of Elements Ma...

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