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Transcript of An Integrated Approach to Billing, Call Center and Customer Relationship Management A Discussion...
An Integrated Approach to Billing, Call Center and Customer
Relationship Management
A Discussion Document
August 31, 2000
2 PricewaterhouseCoopers
Agenda
Context
Key issues for China Mobile
The Communications Enterprise Solution Architecture (CESA)
Customer Relationship Management (CRM)
About PricewaterhouseCoopers
3 PricewaterhouseCoopers
Context
• China Mobile facing growing competition from both Unicom and China Telecom
• CMCC’s billing and IT infrastructure are inadequate to sustain competitive advantage
• Large scale and rapid IT infrastructure development is required
• CMCC has requested PricewaterhouseCoopers’ assistance in building a worldclass IT infrastructure
• We are the undisputed leaders in this area worldwide, and have unique delivery capabilities in China
4 PricewaterhouseCoopers
Key Issues for China Mobile
Key Trends in Mobile Telecoms Key Trends in Mobile Telecoms
5 PricewaterhouseCoopers
Average Revenue Per Subscriber is declining ... … keeping EBITDA margins flat
40.0%
41.0%
42.0%
43.0%
44.0%
45.0%
46.0%
47.0%
48.0%
49.0%
50.0%
1998 1999 2000 2001 2002
EB
ITD
A %
USA Cellular EBITDA %1998 - 2002
Source: DLJ
Note: This data represents results for a “typical” cellular company
The value of mobile voice services has peaked. Much of the value growth in the US is now substitutive
Mobile voice is maturing
Sonera's ARPU development 1991-1999
01020304050607080
AR
PU ($
)
0%
10%
20%
30%
40%
50%
60%
70%
Mob
ile p
enet
ratio
n (%
)
ARPU Penetration
* Sonera is re-branded Telecom Finland Mobile
6 PricewaterhouseCoopers
It is thought that data services will ultimately fill this “value gap”, with mobile devices becoming the ECommerce “tool of choice” for most consumers
In the US, mobile valuations generally exceed cash generation by a significant margin
VoiceServices
Other
70%
100%
% MobileValue • FMC
• Substitution
•Data/Broadband
7 PricewaterhouseCoopers
Investors believe that the introduction of mobile data technologies will create significant new opportunities...
Asia -- Japan, Hong Kong, Taiwan, and Singapore -- portend to be leaders in the introduction of mobile data applications
Data9.6 - 14.5
kbps
Data9.6 - 14.5
kbpsSMSSMS HSCSDHSCSD GPRS
115.2 kbpsGPRS
115.2 kbps EDGEEDGEWCDMA
384 kbps - 2Mbps
WCDMA384 kbps - 2
Mbps
Data9.6
Data9.6 SMSSMS CDPD
19.2 kbpsCDPD
19.2 kbps
CDPD, GPRS
57.6 - 115.2kbps
CDPD, GPRS
57.6 - 115.2kbps
136+115.2 - 384
kbps
136+115.2 - 384
kbps
WCDMA384 kbps - 3
Mbps
WCDMA384 kbps - 3
Mbps
Information Broadcast: Weather; banking;
news; stocks
Information Broadcast: Weather; banking;
news; stocks
File transfer; download
File transfer; download
Info access: Intranet access: WWW access;
always “on” line; Mobile ISP; image
transfer
Info access: Intranet access: WWW access;
always “on” line; Mobile ISP; image
transfer
Info access; Intranet
access; real time apps;, interactive
sessions
Info access; Intranet
access; real time apps;, interactive
sessions
1998
1999 - 2000
2000-01
2001-02
Wireless multimedia, voice, video, multimedia
applications, M-commerce
Wireless multimedia, voice, video, multimedia
applications, M-commerce
2002+
GSMGSM
TDMATDMA
PDCPDC Data28.8 kbps
Data28.8 kbps SMSSMS
WCDMA384 kbps - 3
Mbps
WCDMA384 kbps - 3
Mbps
8 PricewaterhouseCoopers
Projections of WAP, Cellular Subs, and Internet Subs Growth
-
200,000,000
400,000,000
600,000,000
800,000,000
1,000,000,000
1,200,000,000
1,400,000,000
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Projected Cellular
Subscribers Projected PC's Connected to the
Internet(Dataquest 10/98)
Projected WAP Handsets
Many believe that Internet access will move to the “handset”
9 PricewaterhouseCoopers
Mobile data will enable myriad new service opportunities
Consumer Business Other
Information Services Entertainment Games Banking E-Commerce E-mail Video telephony Personal navigation Internet access
Database search Corporate databases Email File transfer Intranet access Internet access Vehicle navigation Video telephony
Specialist products: Telemetry Machine monitoring Navigation & logistics
products
Alternative products: Return channels for
broadcast technologies
Wireless homes
10 PricewaterhouseCoopers
Mobile data will create a new value chain for mobile operators
The combination of multiple services and segments will lead to the development of a complex new value chain that combines content, transport and solutions
Activities
Customer
Traditional Mobile Value Chain
NetworkManagement
ServiceProvision
Network planning
Network construction
Network operation
Sales and marketing
Billing
Customer care
Activities
CustomerContent
• Production, distribution and aggregation of content
• Editors, Magazines, On-Line, and Portals
• Core and access transmission of data
• Internet backbone providers, Access providers (e.g. GSM and UMTS)
Transport Solutions
• Hardware and software solutions enabling the products to be used
• Smartphones, PDAs and Internet browsers; Corporate Intranet software
Examples
Future Mobile Value Chain
11 PricewaterhouseCoopers
… transport and access will become “low value” commodities ...
In the consumer market, as the network becomes unbundled, value creation will migrate to either content or solutions
ConsumersConsumers
CONTENTCONTENT SERVICE CREATION SERVICE CREATION INTEGRATION INTEGRATION MOBILE
TERMINALS MOBILE
TERMINALS TRANSPORT TRANSPORT
Value Added ServiceProvider
Value Added ServiceProvider
ACCESS ACCESS
Transport SolutionsContent
OperatorOperator
MediaMedia
Portals Portals
… owning a network will not be essential for participation in the mobile consumer market ...
12 PricewaterhouseCoopers
In the corporate market, mobile operators may lose direct customer access
Solution providers are poised to capture a majority of the value ...
ITFixed
TelecomsMobile
Telecoms
Corporate
Today
CorporateCorporate
Mobile TelecomsMobile
Telecoms
CorporateCorporate
ITIT
Solution ProvidersSolution Providers
FixedTelecoms
FixedTelecoms
The Future
13 PricewaterhouseCoopers
MNC
Large National
SME
Personal
Household
Content Transport Solutions
Most existing mobile operators are not well-positioned except in the traditional personal segment
Poorly Positioned Moderately Positioned Well-Positioned
Customer Segments
14 PricewaterhouseCoopers
PersonalCorporate
GSM(TDMA/CDMA)
GSMGPRSDECTOther
UMTSEDGE
GMPCS
Country XCountry Y
This may lead to a “mobile network break-up”
This “break up” is consistent with what has happened in fixed line services ...
15 PricewaterhouseCoopers
Key Near-Term Success FactorsKey Near-Term Success Factors
Key Issues for China Mobile
16 PricewaterhouseCoopers
• Identify, develop, and retain target customers through on-going segmentation and analysis
• Secure existing revenues through revenue integrity measures
• Become customer centric, and begin to develop a Customer Management System
• Switch fixed to variable costs through outsourcing
• Optimise the business portfolio to capture and invest in new revenues streams
In PwC’s experience, 5 strategic imperatives are common to developing mobile operators
17 PricewaterhouseCoopers
1. Segment the Customer Base
Understanding the true profitability of customers is essential to get full value from the current customer base
Typical Customer Profitability Distribution
Segmentation variables:
– customer type
– needs/usage patterns
– service complexity
– location
– costs vs revenues
Unprofitable Marginally Profitable
Highly Profitable
Promotions, product development, marketing, pricing, sales and support should focus on finding, acquiring, retaining and enhancing profitable customer segments
# of
Cu
stom
ers
-1,600,000
-1,200,000
-800,000
-400,000
0
400,000
800,000
1,200,000
1,600,000
2,000,000
-10 0
10
20
30
40
50
60
70
80
Profitability (%)
18 PricewaterhouseCoopers
2. Create a Customer-Centred Organisation
To create “winning” services for customers, operators increasingly build Customer Management (CMS) Systems to collect, analyze, and use customer information and perform increasingly sophisticated segmentation exercises
TransactionData
TransactionData
Database
Marketing
System
Customer AcquisitionCustomer
Acquisition
Direct Marketing
Direct Marketing
Customer Management
Customer Management
Telephone Personal Computer
Internet
Planning / Create MID
Brokers/branches/
dealers
Touch Points Analysis Areas
Financial Management
Financial Management
Other Systems
DemographicsDemographics
CommunicationsHistory
CommunicationsHistory
PsychographicsPsychographics
Data Sources
19 PricewaterhouseCoopers
2. Creating a Customer Centered Organisation
11.38
12.16
11.23
5.24
3.07
12.57
13.48
12.67
5.9
3.43
13.89
14.94
14.3
6.64
3.83
15.35
16.56
16.12
7.48
4.29
16.96
18.36
18.19
0.84
4.79
0
10
20
30
40
50
60
1998 1999 2000 2001 2002
Market Management
Order Management
Network Management
Source: The Yankee Group, 1998
Customer Management
Business Management
$ Bn
Spending by telecom operators on Customer Management Systems is approaching US$ 20 billion annually
20 PricewaterhouseCoopers
2. Creating a Customer-Centered Organisation
Audit
Customer Ops.Corporate &Large Accts.
CustomerOperationsConsumerand SME
Customer OperationsNew Media
CustomerOperations
Internet
COOCustomerOperations
Engineering& Network
Construction
NetworkOperations &Maintenance
ChiefInformationOfficer (IT)
ChiefTechnical
Officer
Finance Procurement
Admin Legal
InvestorRelations
RevenueAssurance
Real Estate
ChiefFinancialOfficer
StrategicPlanning
HumanResources
CorporateCommunications
Carrier Relations& Reg. Affairs
RiskManagement
Chief Executive Officer
Board of Directors
The organisation needs to be structured around key customer and product groups, with accountabilities across all customer facing functions
21 PricewaterhouseCoopers
CurrentRevenues
Lost Revenues: Lost call records Poor test phase control Delayed billing Inaccurate rating/discounting Inadequate credit control Excessive aged debt Ineffective fraud prevention
Action to enhance revenue integrity will flow through immediately to the bottom line
3. Secure existing revenues
Many mobile businesses are losing revenues already earned because of flaws in their systems and processes
22 PricewaterhouseCoopers
Exchange
Files overwritten before collection
Files lost/incomplete or corrupted
Inadequate information for billing
Valid data rejected
Data not transferred on a timely basis
Revenue leakage points can occur anywhere in the end to end revenue lifecycle and can cause poor quality of customer service, loss of reputation, etc ...
3. Secure existing revenues
Billing and pricing revenue leakages will cause even greater problems with the mobile data since billing and pricing will become more complex
Typical revenue leakage problems……..
Billing and Pricing
Incorrect prices set-up
Inconsistent prices on different pricing engines
Incorrect/incomplete customer data
Incorrect discount information
Loss of call records
23 PricewaterhouseCoopers
3. Secure all existing revenues
US Cellular Operator US IXC Asian Cellular Operator
ISSUE Inaccurateinterconnectioncharges
Incorrect ratingtables in billingsystem
Inadequaterevenue integrity
SOLUTION Process reviewand changes
Billing accuracyassessment
Diagnostic review
RESULT $2 millionannualisedsavings
$7 millionannualisedunderbillings
Revenue integrityframework in place
… giving enhanced shareholder value, improved customer service and better focus on high risk areas
ExamplesRevenue diagnostic tools can identify leakages. Stemming revenue
leakages can add 5-10% to annual revenues at minimal additional cost
24 PricewaterhouseCoopers
4. Switch fixed to variable costs
Outsourcing, sub-contracting, and co-operation with other organisations can replace fixed costs with more flexible variable costs ...
Activities that can be outsourced include:• Market research• Advertising and promotion• Sales channel management• IT management• Payroll processing• Facilities management• Network design and construction• Fleet management
Fixed costs
Break-even
ContributionMargin
25 PricewaterhouseCoopers
1. Dispose of non-core “value destroying” businesses
2. Reorganise core business- de layer- simplify and focus
3. Obtain greater value from under-utilised non-core assets, e.g. land
4. Outsource non- strategic processes and activities
Four Step Strategic Review
Illustrative
Value creating
operations
Value destroying operations
Current portfolio
value
Potential portfolio
value
+ ve
- ve
$
5. Optimise the business portfolio
Management should seek to continually fine-tune the business portfolio and reinvest to create new value
26 PricewaterhouseCoopers
Assumptions and Next StepsAssumptions and Next Steps
Key Issues for China Mobile
27 PricewaterhouseCoopers
Looking Forward
PwC has the following assumptions about CMCC’s
future operation:
CMCC’s business will get increasingly complex as a result of growth, competition, technological change, and market change
Significant performance improvement will be required to sustain shareholder value
Competency in new service creation, mobile data, and customer management will be required for sustainable, long-term leadership
Strong partnerships and alliances will be critical to success
28 PricewaterhouseCoopers
CESA
An Enterprise -Wide Solution from PwC For Communications Business Growth
29 PricewaterhouseCoopers
Value Drivers for a Telecom Company
The Seven Principal Value Drivers:
Operating Profit Margin
Revenue Growth
Working Capital
Competitive Advantage Period
Cash Tax Paid
Capital Expenditure
Cost of Capital
30 PricewaterhouseCoopers
Critical Issues that Affect the Value Drivers
Time to market
Efficient, technically advanced network
Attracting & KeepingProfitable Customer
Brand Differentiation
Channel Distribution
Financing
Revenue Growth
Operating Profit Margin
Cash Tax Paid
Working Capital
Capital Expenditure
Cost of Capital
Competitive Advantage Period
31 PricewaterhouseCoopers
Our Response to the Top 6 Critical Issues
Response
Proven Organisational and Business Process Templates
Pre-integrated System Solution Proven Implementation Process Pre-Evaluated Best-in-Class Technology,
Vendors and Applications Investment Geared to Business Growth Integrated Customer Care Focus to
Minimise Churn and Maximise Revenue Return
Scaleable Low-Risk Solution Leading Edge but Based on Proven
Technology Integrated Performance Measurement
Framework
A One-Stop-Shop Communications Enterprise Solution
Critical Issues
Time to market
Efficient, technically advanced network
Attracting & KeepingProfitable Customers
Brand Differentiation
Financing
Channel Distribution
Revenue Growth
Operating Profit Margin
Cash Tax Paid
Working Capital
Capital Expenditure
Cost of Capital
Competitive Advantage Period
32 PricewaterhouseCoopers
Which Responses Resolve Which Critical Issues?
Time to Market
Attracting and Keeping Profitable Customers
Financing
Efficient, Technically Advanced Network
Brand Differentiation
Channel Distribution
Proven Organisational and Business Process Templates
Pre-integrated System Solution
Proven Implementation Process
Best-in-Class Solutions
Investment Geared to Business Growth
Integrated Customer Care
Scaleable Low-Risk Solution
Leading Edge but Proven Technology
Integrated Performance Measurement
Critical IssuesResponses
33 PricewaterhouseCoopers
Typical Communications Business Development Phases
Phase• Phase 1 - Launch
– Single Solution Procured– Rapid Deployment Required
• Phase 2 - Growth– System Capacity and Performance Constraints– Diverse Applications Implemented
• Phase 3 - Replacement– System Becomes Uneconomic to Continue to Scale
and Enhance– Replacement Systems Selected and Commissioned
• Phase 4 - Integration– Large-scale Integration and Re-Engineering Required
to deliver Business Synergy• Phase 5 - Support 4 - Integration
– Upgrades, ongoing, maintenance (in-house)
Issue
Raise Capital
Profit per
subscriber
CashFlow
Return on
investment
Differentiation
34 PricewaterhouseCoopers
The CESA Solution and Its Impact on the Business Development Phases
CESA Development Phases
Phase 1 - Launch Integrated solution
procured Rapid deployment
Phase 2 - Growth Utilize additional
features of system Scale hardware Additional licenses
procured More sophisticated
performance measurement deployed
Phase 3 - Support Upgrades, on-going
maintenance supported by vendor partners
Phase 1 Phase 2 Phase 3 Phase 4
$
Typical Investment
CESA Investment
Phase 5
Typical Development Phases
Phase 1 - Launch Single Solution Procured Rapid Deployment
Required Phase 2 - Growth
System Capacity and Performance Constraints
Diverse Applications Implemented
Phase 3 - Replacement System Becomes
Uneconomic to Continue to Scale and Enhance
Replacement Systems Selected and Commissioned
Phase 4 - Integration Large-scale Integration
and Re-Engineering Required to deliver Business Synergy
Phase 5 -Support Upgrades, ongoing
maintenance (in -house)
35 PricewaterhouseCoopers
A Complete Enterprise Architecture for Communications Businesses
Reference Data Model
Best-in-Class Product Set
DataWarehouseData Model
CurrentSystems
Pre-Integrated
forQuickStart
InterfaceDefinition
Organizational Build and Business Process Model
Full MISCustomer Care andProvisional billing Billing
Oracle Implementationand IntegrationNew Process Established
Implementation Service
Integrated Performance Measurement Framework
Pre-integrated System Solution
36 PricewaterhouseCoopers
Organizational Build and Business Process Model
= In Scope
Customer Value Chain
MarketIdentification
MarketIdentification Product
ManagementMarketing Sales
Service Delivery
Service Assurance
BillingContactManagement
MI PM MA SS SD SA BI CC
Network Management Value Chain
Plan Network
DesignNetwork
Construct/ConfigureNetwork
ServiceGeneration
TestNetwork
Managethe
Network
ManageNetworkPerformance
PN DN CN SG TN MN MP
Manage HR
Manage Finance Plan & Govern Business
Manage Supply Chain
Business Operations Process
Maintain External Relationships
P
EMS
MF
HR
Deploy and Manage IS / OutsourcingD
37 PricewaterhouseCoopers
Integrated Performance Measurement Framework
Customer Value chain
Market Identification
Product Management
Marketing Sales Service Delivery
Service Assurance
BillingCustomerContactManagement
Product Definition
Product Planning
Product Development
Product Deployment
Product Tracking
Product Retirement
Market Research & Analysis
Customer Segmentation
Product Segmentation
MarketStrategy Development
CampaignManagement
Prospect Management
Pricing & Packaging
Channel Support
Customer Management Reporting
Sales Strategy Definition
Channel Management
Account Planning
Selling
Sale Close
Customer Winback and Retention
OrderFulfillment
Service Provision
Customer Management
Customer Queries
Contact Management
Trouble Management
Upselling and Cross-selling Management
SLAManagement
InternalReporting
Regulatory Reporting
Usage Collection
Rating
Bill Calculation
Bill Rendering
Payment Processing
Debt Processing
Settlement Billing
Payment Processing
Debt Processing
Inter-Connect Billing
Turnover growth
Profit Margin
Tax Rate
Working Capital
Fixed Rates
Cost of Capital
Growth duration
Cost per line installed
Cost per line serviced
Interconnection cost
Overhead/employee
Cross-subsidy mobile handsets
Fixed line penetration
Cellular coverage Digitalization /ATM projects
Subscriber / Base station
GDP growth
Market Growth
Market share
Tariff plans /Regulation
Churn rate
Value Drivers
Typical Measures / Micro-drivers / projects
(Solution to contain set of pre-developed value reports)
38 PricewaterhouseCoopers
Applications implementing the Customer Value Chain in the Demonstration
Market Identification
ProductManagement
Marketing Sales Service Delivery
Service Assurance
BillingCustomerContactManagement
MI PM MA SS SD SA BI CC
MI-1 Market Research & Analysis
MI-2 Customer Segmentation
MI-3 Product Segmentation
PM-1 Product Definition
PM-2 Product Planning
PM-3 Product Development
PM-4 Product Deployment
PM-5 Product Tracking
PM-6 Product Retirement
MA1- MarketStrategy DevelopmentMA2- Campaign ManagementMA3- Prospect ManagementMA4- Pricing & PackagingMA5- Channel SupportMA6 - Customer Management Reporting
SS1- Sales Strategy DefinitionSS2- Channel ManagementSS3- Account PlanningSS4- SellingSS5- Sale CloseSS6- Customer Winback and Retention
SD1- Order FulfillmentSD2 - Service Provision
CC1- Customer Management
CC2- Customer Queries
CC3- Contact Management
CC4- Trouble Management
CC5- Upselling and Cross-selling Management
SA1-SLA ManagementSA2- Internal ReportingSA3- Regulatory Reporting
BI1- Usage CollectionBI2- RatingBI3- Bill CalculationBI4- Bill RenderingBI5- Payment ProcessingBI6- Debt ProcessingBI7 - Settlement BillingBI8- Inter-Connect Billing
Application Integration:VantiveGenevaOracle Apps.
11
39 PricewaterhouseCoopers
Systems Impact on the Value Chain
Mediation deviceMediation device
Trouble Ticketing
Trouble Ticketing
Work Flow ManagementWork Flow Management
Order Processing
Order Processing
Automatic Call Distribution/CTIAutomatic Call Distribution/CTI
UsageRating
UsageRating
AccountsReceivable
AccountsReceivable
‘network’ Inventory‘network’ Inventory
Service Provision.
Service Provision.
Work ForceManagement
Work ForceManagement
ProspectManagement
ProspectManagement
Service LevelAgreement
Service LevelAgreement
DataWarehouse
CustomersInventoryProducts
IntegratedBilling
IntegratedBilling
Market Identification
Sales Service Delivery
Product Development
Marketing Billing Customer Care
Service Assurance
Trouble Ticketing
Trouble Ticketing
VRUVRU
Data W’hse- customer seg.- product seg.
Data W’hse- customer seg.- product seg.
Data W’hse- what ifs- customer anal.- product anal.- unit anal.
Data W’hse- what ifs- customer anal.- product anal.- unit anal.
Data W’hse- customer seg.- product seg.
Data W’hse- customer seg.- product seg.
Data W’hseAccess
Data W’hseAccess
Network ManagementNetwork Management
Support SystemsSupport Systems
Sales ForceAutomation
Sales ForceAutomation
PricewaterhouseCoopers
An Integration Architecture and Preferred Vendor Product Set
Single CSR user interface Single point of order
entry Use workflow engine
(Vantive) to support / CSR process
Single technology platform
Utilize standard APIs Built upon generic /
reusable integration where achievable
Integrated Design Principles
Customer
Field Service - Customer ContactCall Center - Trouble Ticketing
- Vantive-
ProvisioningFraud
Dat
a W
areh
ousi
ng-
Ora
cle
App
s Sales & Marketing- Vantive
Network Management
Mediation
Pointof Sale
Billing
- Geneva
Business S
upport - O
racle Apps
Integration
Within scope of demonstration
Outside scope of demonstration
41 PricewaterhouseCoopers
Core Application Architecture of CESA
InternetAccess
PaperAccess
VoiceAccess
Call Centre
CUSTOMERS
Customer ManagementSupport Applications
BillingData Warehouse
Procurement Finance AssetManagement
ProjectAccounting/Mngt.
HR
ABCAnalysis
CustomerAnalysis
Business UnitAnalysis
ServiceCentre
MIS Marketing
WORK FLOW
Sales andMarketing
Field Service CustomerContact
Call Rating InvoiceCalculation
Invoice Rendering
Common User
Interface
DataCollector
DataCollector
NetworkManagement
Centre
NetworkManagement
CentreFraud
Management
Fraud Management
DataCollector
DataCollector
Customers InventoryProducts
Integrated data repository
CDR Mediation & Service ProvisioningCDR Mediation & Service Provisioning
42 PricewaterhouseCoopers
A Proven Implementation Approach
Design/Build Integrate Implement
Technology Technology InfrastructureInfrastructure
Project Project Management Management MethodologyMethodology
Applications Applications ImplementationImplementation
HProject Management
AProject Scoping and Planning
BEstablish Technical Strategy andDevelopment Structure
CData Planning
ISupport Development and Establish Production Infrastructure
QMaintain Technical Infrastructure and IT Readiness
OCutover Planning
RSystem Integration Testing
TExecuteCutover andRollout
UImplementationSupport andRefinement
KCustom Code Design and Build
JData Conversion Management
GTransition Management
FOrganizational Dynamicsand Impact Assessment
ETeam Training
NOrganization &Facilities Design
PUser Procedures and Training Development
STraining Delivery
• Manage Communications• Secure Commitment to Change• Build Teams and Transfer Skills
MSecurity and Controls
DProcess Analysis
LProcess Design and System Prototyping
Organizational Organizational ChangeChange
Business Process ChangeBusiness Process Change
Integrated Multi-Track ApproachIntegrated Multi-Track ApproachAnalysis
G Transition Management
43 PricewaterhouseCoopers
A Flexible Implementation Approach
Established Telco (Possible new business venture)
Contractsigned
1 Month 4 months 11 months7 months18 months -24 months
FullEvaluateionand Legacy
system
Customer CareFull Legacy Data Migration
Full MISFull
OperationalDelivery
Billing
Oracle Implementation and Integration
CustomerProcess Review
New CCProcess
Full Business Process Change
Contractsigned
10 months - 12months
Full MISCustomer Care andProvisional billing
Greenfield LicenseAwarded
Billing
Oracle Implementationand IntegrationNew Process Established
3 months 6 months
4 months
Pre License Award
9 months
InitialContract
License awarded2.5 months 5.5 months
ProcessModel andTechDesignAgreed
ProcessTraining
andDelivery
Customer Care
Billing
Oracle Implementation and Integration
New process established
Full MIS
1 monthFullContract
PwC/ Oracle TeamEstablished
44 PricewaterhouseCoopers
The largest telecommunications provider in Switzerland
A joint venture between BT, Viag and Telenor.
Dolphin Telecommunications - the UK's first commercial licensee of the newly emerging Tetra PMR standard.
A global voice over internet protocol operator
The second fixed telecoms network in Spain
Successes to date
CESA: The Communications Enterprise Solutions Architecture
45 PricewaterhouseCoopers
Customer Relationship Management
Why CRM Is So Important Today? Why CRM Is So Important Today?
46 PricewaterhouseCoopers
The Search For Competitive Advantage
Compete on Compete on Market ShareMarket Share
Compete on Compete on Quality and Quality and Lower CostsLower Costs
Compete on Compete on Customer Customer RelationshipsRelationships
An organization’s ability to understand and deliver (near) real-time on consumer interests, needs & expectations will drive competitive advantage
70’s 80’s 90’s
Source of Competitive
Advantage
00’s
…. enter the web
48 PricewaterhouseCoopers
Customers Have Become Very Demanding
Brand and product focused Retail and channel focused Customer focused Customer driven
Process
Hierarchical Distributed Flat Empowered
Technology
Transaction Processing
Management Info. Systems
ERP and Back Office Automation
Front & Back Office Integration
Product-based Functional & Business Unit Silos Segment-basedStreamlined
Organization