Group E - IT Strategy & Business Dynamics
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Transcript of Group E - IT Strategy & Business Dynamics
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Group E & F13 Ganesh Venkatakrishnan59 Shreejeet Thakur
35 Victor Perumalla22 Mehul Ludbe34 Abhay Pednekar27 Sandeep Pandit
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INTRODUCTION
EURECCA telecom is a new entrant in Indian market
Coverage of 4 states with 3G services
Planning to implement CDR system for digitizationand automation of end to end process
Grand Canyon IT services was chosen for complete ITdevelopment and deployment
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CDR
CDR is an acronym for Call Detailed Record
Prior to the CDR, meter readings for the every isolatedTelephone exchange had to be taken periodically.
The Telecom operations are categorized asCommercial Systems, Fault tracking and ManagementSystem, Directory Enquiry System and Billing
function.
The four core Telecom operation systems separatelymaintained four different databases.
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NEED FOR CDR
A single event like a request for a New connectionneeded four update transactions.
The usual error content in transactions andasynchronous updates resulted in accumulatedmismatch of the four databases.
Due to the absence of single view of all aspects of thecustomer, the Single point reliable customer servicecould not be given.
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CDR Strategy
Benefits of implementing CDR Integration of systems
Flexibility in rate specification
Dynamic charging based on
call duration
plan availed
time of call
Profiling the customers, tracking their usage and segmentingcustomers for focused marketing of special products became
possible Not just a BillingSystem , but a value to entire telecom operations
of the organization
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Inventory
Cu
stomerCare
Customer Care
Billing
Rating
Payments
Report
Generation
DATABASE
Printing System/
Print Vendor
Payment Interfaces
Cr Card/Banks/Chq etc
.
Web Self Care
Clearing
House
or
Other Sources
Network
Self CareAAA
Security
CDR AT A GLANCE
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CDR System Design CRM: Single interface to all the customer requests from all
channels such as SMS, Internet, IVRS etc.
Provisioning: To make use of the relevant inventories and makeschanges in the network elements as per requirements
Fault Tracking and Management: Integration with Billing andCRM modules
Billing and Accounting
Mediation: Seamless connectivity between billing and Exchangesfor collection of CDRs
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BALANCED SCORECARD FOR CDR
PERSPECTIVE OBJECTIVE MEASURE
Customer
Improve Quality of Service No. of Errors per 1000 billsgenerated
Customer Convenience andsatisfaction
Customer Satisfaction Rating
Response time and Backorders
Turn around time to ticketresolution
Cost amortization Planned vs actual usage ofrate plans
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BSC FINANCIAL PERSPECTIVE
PERSPECTIVE OBJECTIVE MEASURE
Financial
Revenue growth
Sales to asset ratio
% increase in customer base
Fully recovered bills vsunpaid bills
Return on capital employed
Reduced operational cost
Cost per transaction
Transaction cycle and systemutilization
Throughput and % utilization
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BSC OPERATIONS PERSPECTIVE
PERSPECTIVE OBJECTIVE MEASURE
OperationalExcellence
95% automationManual efforts spent per
transaction
Accurate processing
Inconsistencies by total
transactions loggedUptime of all constrained
resources
High level of responsiveness
Planned vs actual queriesresolved
Mean time to restore services
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BSC INNOVATION AND LEARNING
PERSPECTIVE OBJECTIVE MEASURE
Innovation,Learning &
FuturePerspective
Advanced technology support
% allocation for research
Planned vs actual time to roll
out
Increased satisfaction inemployee experience
Iterations per queryresolution
Reduction in overhead efforts
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SWOT ANALYSIS
Strengths
Customer Focussed Better service provided Comprehensive automation Seamless integration
Flexibility
Weaknesses
High capital investment High cost of training of advancedsystems Being centralized, needs additional
cost of BCP esp. DR
Threats
Opposition from staff for digitization
No alternate mechanism to continuethe process Impure data can corrupt the entiresystem
Opportunities
Improvement in the Technical know-
how of the staff Increased market share and customerbase
Customization possible as percustomers requirements
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Implementation team difficulties
Understanding complexities
Change in legal norms
Stringent time lines
Management support Continuous mentoring and monitoring
Procurement of infrastructure and licenses on time
Advanced domain training for clarity
Success Factor Strategized modularization and releases
Adoption of processes for each phase
Sizing was easier to kick-off due smaller customer base initially
Success / Failures
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Billing generation were 99% accurate
Easily tapped new tariffs into new rate plans
Grievance resolution time reduced by 50%
Added 10% new customers without much overhead
Results
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Objectives that are not measured are can not be Improved
Clear understanding of the objectives to be achieved helps in deliveringproper solution
Rework cost was found to be higher than the budgeted value as eachapplication within the module was not tested in isolation, rather it wastested with entire system after integration
Indulgence in workshops and working on dummy data would havebeen more beneficial than having seminars for staff
LEARNINGS
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