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Communications Industry Vision and Strategy Update Celcom Day
Transcript of Communications Industry Vision and Strategy Update Celcom Day
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Communications Industry Vision and Strategy Update
Celcom Day
Raghu Prasad
Head – Communications Industry Solutions Group - JAPAC
Nov 14, 2011
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 2
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Topics
Industry Trends and Service Provider Priorities
The Oracle Vision
Industry and Customer Recognition
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 3
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Topics
Industry Trends and Service Provider Priorities
The Oracle Vision
Industry and Customer Recognition
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 4
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The Telco/Cellco Metamorphosis
Telco /
Cellco
Network
Media / Content
Applications / IT
Banking
Devices
Retailer
Reliability
Flexibility / Speed
Diversified Eco-system > > > > > Contrasting
Objectives
Disruptive Business Models
CSP
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 5
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The “New Consumer” >> The “Now” Generation
• Has multiple identities
• Mobile number, Facebook id, Messenger Id‟s,
@work and @home id‟s, Community id‟s etc.
• But still wants to be treated uniquely !
• Is increasingly “socially” connected
• Social media, blogs
• Expects identities and preferences to have meaning
& benefit – bonus points, controls, coupons • 80% of customers use social media to air bad experiences – BPO
Survey
• 45X Impact from oral conversations
• Demands flexibility
• Different service bundles per member
• Different payment methods per service
• Define – or even create – own services
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 6
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Explosion in Data Traffic and Mobile Apps
•5 MB of data = 1 hour of voice call (mobile
voice consumes 6-12 Kbps)
•1 YouTube video = 500,000 SMS sent
simultaneously
•1 laptop generates traffic of 1300 basic
phones
•1 iPhone = 3 times any other smartphone =
30 times a feature phone (for data traffic)
•Daily uploads of photos in USA is 40-45 PB
Tomorrow … in today’s
metrics
• ~30% of mobile subscribers in
developed markets use apps
• US users spend more time on mobile
apps than on the web*
• 81 min vs. 74 min
• 88% growth in mobile usage *
Mobile Apps are the new
Web !
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 7
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Distilling the Trends and Challenges
• Personalized and targeted services
• Offer and Pricing Innovation
• Next generation Service Innovation ecosystem
Generate Revenues through Innovation
• Supply Chain and Retail/Distribution Efficiency
• Optimized Asset Utilization and Management
• Supplier aggregation, Infrastructure sharing and consolidation
• Increased process automation for reduced OpEx
• Cloud / Virtualized infrastructure models
• Self-service in lieu of “assisted care”
• Simplify IT
Optimize Operations and Reduce Costs
• Consistent cross-channel customer experience
• Predictive, real-time analytics for insight and action
• Personalized e2e user experience
Thrive through Customer Centricity
Thrive
Optimise
Innovate
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 8
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25% 50% RUN
THE BUSINESS
25% TRANSFORM
THE BUSINESS
GROW
THE BUSINESS
IN 2011 50%
25%
25% Source: “IT Metrics: IT Spending and Staffing Report, 2011”, Gartner Research, 2011
GROW
THE BUSINESS
20% 66% RUN
THE BUSINESS
14% TRANSFORM
THE BUSINESS
WHAT IF
YOU COULD
CHANGE
THE MIX?
IT SPENDING DISTRIBUTION
For every $100 spent on IT
This translates to $5 for Growing the business and $11 for transforming the business
Which is 16% more than what we had the year before
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 9
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Systems and Applications Transformation
CRM Call-centre and
support oriented
•Consistent cross-channel customer experience and care
•Knowledge management for CSR and end-user
•Loyalty management
•Real-time analytics and decisioning for relevant actions
Order Mgmt
Self-Service
Charging / Pricing
Business
Intelligen
ce
IT Architecture
High-volume, low
complexity
High-volume, high complexity (due to data and 3rd-
party services)
SMS, USSD, Web
Self-care
Web Commerce, Portals, Device-aware, device
management (smartphones)
Convergent
rating, charging
Rapid price introduction, flexible balance and
wallet management
External, offline,
operational
analytics
In-line, integrated, real-time, predictive
analytics
P2P or EAI-based
integartion SOA-based, with key role for BPM
Innovation Network-oriented
Service plane / services oriented
Software driven rather than hardware
driven
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 10
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Topics
Industry Trends and Service Provider Priorities
The Oracle Vision
Industry and Customer Recognition
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 11
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Inbuilt BI Customer Experience
Oracle’s Communications Suite
COTS – Pre-integration – Upgradeability – Best in Class Suite
Strictly Confidential and Proprietary
2006
2008
(CRM)
(OM, Inventory, Activation)
(Billing)
(SOA, SDP)
Retek, 360Commerce (Retail POS)
SPL/Sidewinder (Workforce Mgmt)
2010 (eCommerce)
(Prepaid, IN-SCP)
2007
1st Integrated Telco Suite focusing on CRM-Billing (AIA 2.0)
Fully Integrated BSS Suite (AIA 2.4)
2009
Rapid Offer Design & Order Delivery (“RODOD”)
2010
2011
Integrated Cross-channel Customer Experience (RODOD + ATG)
(Hardware, Storage, Java)
Expanding Breadth of Coverage/Innovation
(Best of Breed Acquisitions)
Depth of Telco
Process Integratio
n
(OM, Inventory, Activation)
(Service Broker)
(Knowledge Mgmt)
(Business Rules Engine)
2011
11
• Expanded Telco process/domain function coverage
• Real-time Decisioning
• „CRM Desktop‟
• Cross-channel continuity
• Improved online commerce / experience
• Integrated Mobile App Store
• Advanced Marketing & Analytics
• … more
In-network services Rules, Policies,
Integration
Core Business
Applications
2011+ Roadmap
(Web Content Mgmt)
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 12
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OVER $19B
IN R&D
SINCE 2004
INVESTMENT IN INNOVATION AND INTEGRATION
$1.3B $1.5B
$1.9B $2.1B
$2.6B $2.6B
$3.1B
$4.5B
FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 13
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R
O
D
O
D
Journey to Date … 2011 and beyond
Integrated Cross-Channel Customer
Experience • Online Commerce
• Cross-channel continuity
• Enhanced online service
• Recommendations
• Real-time Decisioning
• Integrated retail, call centre and online
experience
Addressing the demands of the industry
PH
4C
Pro
duct M
aste
r
Commercial
Catalogue +
Configurator Admin
Channels
Central Order Management
Inventory (Technical View)
Others
Provisioning
Activatio
n
WF
M
AIA AIA AIA
SIEBEL
BRM
OSM (COM)
OSM (SOM)
UIM ASAP / IPSA
SC
M
AIA
AIA
AIA
EBS
AIA
Billing
BRM Quote & Order
Capture
Service
Mgmt
Desig
n S
tudio
OS
M D
esig
n T
ime
AIA
Agreements/SLAs
Web Partner Call
Center Retail
SI SI SI
P2P
AIA
Customer Service
Cross-
channel
Commerce
Commerce Optimization
P2P
atg
+
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 14
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Functional and Business Process Coverage
Business
Plane
Service
Plane
Network
Plane
Network
Discovery
Planning &
Optimisation Reconciliation
Sales &
Marketing
Rating and
Billing
Customer
Mgmt
Financials,
ERP
Product /
Offer Mgmt
SCM Channel
Commerce Self-Service
Partner
Mgmt
Point of
Sale/Service
Inte
gra
tio
n,
Bu
sin
ess
Pro
cesses,
Ru
les
Data
base,
DW
H, B
I / A
naly
tics
Serv
ers
, S
tora
ge,
Vir
tuali
dsa
tio
n,
En
gin
ee
red
Syste
ms
Service
Control
Service
Creation Env
Service
Delivery
Policy
Control
Service
Activation
IMS App
Server
Workforce
Mgmt
Service
Exposure
Customer
and
Service
Order
Mgmt
Logical
and
Physical
Inventory
Mgmt
2 • Marketing Resource
Management
• Campaign and Interaction Management
• Customer Loyalty Mgmt
Campaign to Lead
3 • Real-time Offer Presentment
• Capture and Configuration
• Contract Management
• Validation and Approval
Lead to Order
4 • Order orchestration
• Order Tracking
• Inventory Design & Assign
• Service Provisioning
Order to Activate
1 • Centralized Catalog and
Product Management
• Service and Resource Design
• Product Lifecycle Mgmt
Concept to Market
5 • Service Usage & Mediation
• Real-time charging and Billing
• Discounts and promotions
Usage to Cash
7 • Trouble Ticking Creation
• Diagnosis & Resolve
• Service Entitlement
• Notification and Escalation
Trouble to Resolve
6 • Balance and Usage Inquiry
• Payment & Adjustment
• Collections
• Billing Self Care
Customer Billing Care
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 15
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The Next Evolution : Fusion Apps
Role-based interface for
improved user
productivity
Integrated BI for
immediate view and
actions
Streamlined workflows for
faster task completion
Social tools for interfaces
into social information
sources
What do you need to know | Who can help you | What you need to do | How do you get it done
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 16
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Sales and order Order
fulfillment Customer service
Marketing and
product mgt
Billing and
collections
Network/
Technology mgt
Sales
management
(Sales force.com)
Qu
ota
tio
n e
ng
ine
(S
ieb
el)
Call Center (Siebel)
Internet (ATG, Siebel)
Branches
(Siebel, Retail POS)
Dealers
(Siebel)
Service
assurance
(Amdocs)
Quality
Management
(Siebel)
Problem
Management
(Siebel)
Performance
Management
(Siebel)
Order fulfillment
Customer relationship
management
(Siebel CRM)
Media
tion (
Media
tion)
Service
provisioning
(Oracle ASAP) C
us
tom
er
se
rvic
e
(Sie
be
l C
RM
) Service
configuration and activation (Oracle ASAP)
Order Mgmt
(Oracle OSM)
Inventory Mgmt
(Oracle UIM)
Self service platform
(Siebel, Portal)
Product mgt
Pro
du
ct str
ate
gy/p
rop
ositio
n m
an
ag
em
en
t (P
rod
uct
Hub
)
Pro
du
ct p
erf
orm
an
ce
ma
na
ge
me
nt (P
rod
uct H
ub
)
Pro
du
ct lif
ecycle
ma
na
ge
me
nt (P
rod
uct H
ub
)
Cam
pa
ign
ma
na
ge
me
nt (
Sie
be
l C
RM
)
Mark
et
info
rmation s
yste
m (
EIP
, A
as, 3T
, C
RM
S O
neV
iew
,
Postp
aid
/Pre
paid
OD
S, K
XE
N,
CID
M,
Rete
ntion M
gm
t)
Pro
du
ct/
se
rvic
e c
ata
log
(P
rod
uct H
ub
)
Billing
Rating (
Kenan)
Revenue a
ssura
nce (
SA
FM
S, IR
AS
)
Acco
un
ts r
ece
iva
ble
and
co
llection
s (
Ke
na
n,
Cre
ma
nsys)
Pre
paid
Bill
ing (
IN,
INS
S,
OR
P)
Bill
pre
sentm
ent
(Kenan)
Bill
cre
ation (
Kenan)
Network
management
Serv
ice d
eli
very
pla
tfo
rm
Netw
ork
pla
nnin
g a
nd o
ptim
ization t
ools
Netw
ork
monitoring a
nd c
ontr
ol syste
ms
Netw
ork
pro
vis
ionin
g a
nd c
onfigura
tion
Netw
ork
pro
ble
m m
anagem
ent
(TeM
IP)
Invento
ry
managem
ent
Work
forc
e
managem
ent
Serv
ice c
reatio
n p
latf
orm
Serv
ice e
xecutio
n p
latf
orm
(C
MP
, D
2C
P, S
MS
C,
MM
SC
, W
AP
, D
NS
, R
AD
IUS
, A
ircash, A
nti-S
pam
)
Supply
chain
managem
ent
1 2 3 4 5 6
Wholesale Billing (In-Bill)
Infrastructure and Security management (IDM)
IT Partner management (Siebel)
Integration Backbone (Oracle SOA , Oracle AIA )
Partner management
ERP
Asset /Supply chain management (Oracle Supply Chain Management)
Human resources (People soft, Wincom)
Finance and controlling (Mystics, SAP/Centrix)
Information management (Bluenet, AD Exchange, Service Alliance, CRLM)
Su
pp
ort
fu
nc
tio
ns
7
8
9
Kiosk (ATG, Siebel)
MVNO (MVNO Webtool)
Oracle Solution Set for Celcom
Mark
et
info
rmation s
yste
m (
EIP
, A
as, 3T
, C
RM
S O
neV
iew
,
Postp
aid
/Pre
paid
OD
S, K
XE
N,
CID
M,
Rete
ntion M
gm
t)
16
Cross-
channel
Customer
and Partner
care
Off
er
an
d P
rod
uc
t In
no
vati
on
Distribution and Dealer Operational Efficiency
Serv
ice I
nn
ovati
on
Integrated
order
fulfillment
Integration Framework, Integration Accelerators
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 17
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Game-Changers to help Celcom :
OPTIMIZE, INNOVATE, THRIVE
Improve Customer
Communication, Intimacy,
Experience, Loyalty
Create and bundle services into
market offers to drive revenue
Leverage emerging multi-sided
business models to differentiate
in the market
Enable higher dealer sales
volumes and improve
distribution efficiency
Enable intelligent, real-time
business management
Cross-channel customer interaction continuity
New channels for sales : Online retailing, merchandising
Business Issue Game-changers Enabled
Multi-level distributor-dealer partner care
Dealer systems integrated to supply chain, customer
care
Integrated multi-channel, order fulfillment
Bundling of own and 3rd-party services into offers
Streamlined, “industrialised” product launch process
Intelligent product/offer targeting to customer segments
Accelerate 3rd-party content adoption via Celcom APIs
Bundled offers of traditional and emerging content
services
Real-time decisioning for optimized recommendations
Integrated customer analytics and actioning
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 18
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Topics
Industry Trends and Service Provider Priorities
The Oracle Vision
Industry and Customer Recognition
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 19
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• Completed “TMF Conformance
Certification” with the Business
Process Framework version 8.0
• Certification covers 5 L2 and 24
L3 processes
• All Level 3 processes certified
have achieved the maximum
“Level 5” Fully Conformant score
• First TMF certification to achieve
the „Solution Certified‟ mark
• 65 page certification document
with direct references to 100‟s
pages of documentation – which
will be published on
TMForum.org and RODOD
Virtual Briefing Center
Industry Standards : Oracle’s RODOD conforms to TMF Frameworx Only Industry Solution to be TMF-certified
AssessedBusinessProcessFrameworkConformance–ORACLERODOD
BusinessProcessFrameworkProcessElement
AssessedDomain
ConformanceLevel
WithinLevel1:1.2.1–Marketing&OfferManagement
Product/Market NotApplicableforLevel1process
WithinLevel2:1.2.1.5– Product&OfferDevelopment&Retirement
Product/Market ScopePartiallyConformant(2)
1.2.1.5.2–AssessPerformanceofExistingProducts Product/Market ScopeFullyConformant(5)
1.2.1.5.4–DevelopProductCommercializationStrategy Product/Market ScopeFullyConformant(5)
1.2.1.5.5–DevelopDetailedProductSpecifications Product/Market ScopeFullyConformant(5)
1.2.1.5.6–ManageProductDevelopment Product/Market ScopeFullyConformant(5)
1.2.1.5.7–LaunchNewProducts Product/Market ScopeFullyConformant(5)
1.2.1.5.8–ManageProductExit Product/Market ScopeFullyConformant(5)
WithinLevel1:1.1.1–CustomerRelationshipManagement
Customer NotApplicableforLevel1process
WithinLevel2:1.1.1.2–CustomerInterfaceManagement
Customer ScopePartiallyConformant(2)
1.1.1.2.1–ManageContact Customer ScopeFullyConformant(5)
1.1.1.2.2–ManageRequest(IncludingSelfService) Customer ScopeFullyConformant(5)
1.1.1.2.4–Mediate&OrchestrateCustomerInteractions Customer ScopeFullyConformant(5)
WithinLevel2:1.1.1.4–Selling
Customer ScopePartiallyConformant(2)
1.1.1.4.4–AcquireCustomerData Customer ScopeFullyConformant(5)
1.1.1.4.3–NegotiateSalesContract Customer ScopeFullyConformant(5)
1.1.1.4.5–Cross/UpSelling Customer ScopeFullyConformant(5)
1.1.1.4.7–ManageSalesAccounts Customer ScopeFullyConformant(5)
WithinLevel2:1.1.1.5–OrderHandling
Customer ScopeFullyConformant(3)
1.1.1.5.1–DetermineCustomerOrderFeasibility Customer ScopeFullyConformant(5)
1.1.1.5.2–AuthorizeCredit Customer ScopeFullyConformant(5)
1.1.1.5.4–Track&ManageCustomerOrderHandling Customer ScopeFullyConformant(5)
1.1.1.5.5–CompleteCustomerOrder Customer ScopeFullyConformant(5)
1.1.1.5.6–IssueCustomerOrders Customer ScopeFullyConformant(5)
1.1.1.5.7–ReportCustomerOrderHandling Customer ScopeFullyConformant(5)
1.1.1.5.8–CloseCustomerOrder Customer ScopeFullyConformant(5)
WithinLevel2:1.1.1.6–ProblemHandling
Customer ScopePartiallyConformant(2)
1.1.1.6.2–ReportCustomerProblem Customer ScopeFullyConformant(5)
1.1.1.6.3–Track&ManageCustomerProblem Customer ScopeFullyConformant(5)
1.1.1.6.4–CloseCustomerProblemReport Customer ScopeFullyConformant(5)
1.1.1.6.5–CreateCustomerProblemReport Customer ScopeFullyConformant(5)
• TM Forum: http://www.tmforum.org/BestPracticesStandards/CertifiedConformant/10660/Home.html
• RODOD VBC: http://vshow.on24.com/vshow/rodod
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 20
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Industry Validation Analysts’ Scorecards
Gartner Magic Quadrant for Customer Service Contact Center
April 2011
Oracle39%
Amdocs13%
Huawei11%
SAP9%
Microsoft3%
Infor2%
Other23%
Total revenue: USD1.06 billion
Customer relationship management market shares by revenue,
worldwide, 20101 [Source: Analysys Mason, 2011]
Gartner OSS Market Overview and Strategic Scorecard (November 2009)
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 21
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BSS/OSS Modernisation (Based on Oracle’s RODOD Solution)
Web Portal / Gateways / BPM / Integration
WebCenter Suite
Channel Interaction
Mobile
Device
PoS /
Retail Partners IVR
ATM,
Others CTI
Pro
du
ct H
ub
fo
r
Co
mm
un
ica
tio
ns
Web
Infrastructure
Enterprise Mgr
Enterprise Linux
Database
Cu
sto
mer
Man
ag
em
e
nt
Serv
ice
Man
ag
em
e
nt
Reso
urc
e
Man
ag
em
e
nt
Fulfillment Assurance Billing
BPM
Suite
Fusion
Middleware
Siebel CRM
Order and Service Management
Network
Intelligence
Un
ifie
d
Inve
nto
ry
Ma
na
ge
me
nt
Se
rvic
e
Activa
tio
n
Billing and
Revenue
Management
Service
Assurance
Functions
Cu
sto
mer
MD
M
Master
Data Mgmt
Workforce
Management Mediation Zone
Network Integrity
SDP
Policy Mgmt
Service
Enablers
Service
Exposure
App Server
Content
Mgmt
SD
F Retail Point-of-Sale
System
Golden Gate
Identity
Management
Exadata
Enterprise Performance
and Reporting
Business
Intelligence
Hyperion
Planning
Comms Data
Model
Servers & Storage
Application Grid
ODI
UCM
AIA SOA Suite
Slide 21 Oracle Corporation, Company Confidential
Oracle Core
Component
Non-Oracle or
legacy component Partner component Oracle Tech/MW Components
(current and future)
Case Study 1 : KT
Oracle Communications Oracle Confidential Tuesday, 22 November 2011 Page 22
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CRMCactus
EAI RCS
EAIBCS
SAS
Prod Cat
CRM Cuba
ServiceProvider Interface
BillingFSS
BillingRCS
OM
Channel
CRM
Integration
Service Order
Management /
Provisioning
Billing
To2 DE FixedTo2 DE FixedTo2 DE MobileTo2 DE Mobile
Telefonica LLU
eCRM
POSPortal
BillingBCS
DSL IF
NW Interface
O2 Fixed Net CRM
Billing
EAIFSS
PartOS
Main systems
containing Order
Management
functionalities
Partial picture*
Partial picture*
EAISeBuLa
Poms
Retail CRM Business CRM
SOA Infrastructure
SAS
Product Catalogue
SP Interface
Unified Billing
OM
Channel
CRM
Integration
Service Order
Management /
Provisioning
Billing
To2 DE FixedTo2 DE FixedTo2 DE MobileTo2 DE Mobile
Telefonica LLU
Channel Business Logic Layer
POSPortal
DSL IF
NW Interface
Central Order Management
PartOS
Main systems
containing Order
Management
functionalities
Partial picture*
Partial picture*
*Excluding prepaid systems and others shared systems
• Order management for complex
bundles
• Architecture and operational
simplification
• Progressive transition
Case Study 2 :
Telefonica
IT Architecture Simplification
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Greenfield Implementation
23
▪ Leverage Oracle end-to-end suite, leveraging Siebel CRM extensively
▪ Pre-integrated solution components lowering risks, complexity and time-to-market
▪ Balance re-use of existing vs new to deliver unique solution capabilities and business
benefits
Case Study 3 :
Telekom Malaysia
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• Industry-leading solutions
• Sound investments, integration strategy and solutions
• Next-generation design, architecture and functionality
• Quality First Development • Raised product quality release standards
• Increased testing rigor
• Common documentation and curriculum architecture and strategy
• Oracle Communications Executive Advisors • Former Telco CIO and Enterprise Architects
• Business and technology strategic relationships
• CIO Forum and Strategy Councils
• Customer Advisory Boards • Customer feedback and involvement in roadmap
• Structured meetings conducted once or twice or a year for each Oracle
Communications product
Commitment to Customer Success
Communications
Industry Investments
and Technology
Commitment to
quality and
robustness
Fora for strategic
engagement
Customer
participation in
roadmap
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