Programma Presentatie Alcatel

19 mei 2000

Delft Institute for Information Technology in Service Engineering

1. Toelichting op DITSE: H. Bouwman

2. Web enabled call center: mw. J. Beumer

3. Multichannel Coordination: mw. T. van Diepen

4. Mobiel: - M-commerce business models: H. Bouwman

- Content Providers UMTS

- Service Providers UMTS

5. Quality of Service in wereldwijd IP-netwerk: J.P. van Best

Delft Institute for Information Delft Institute for Information Technology in Service EngineeringTechnology in Service Engineering

Prof. dr. H.G. SolProf. dr. H.G. Sol

wetenschappelijk directeurwetenschappelijk directeur

DITSEDITSEMission Mission StatementStatement

DITSE provides theories,

methodologies, and tools to

support new services and enable

change processes towards service-

oriented organisations.

DITSE deals with issues in practice as well as generic

research questions, thereby focusing on the

following key topics:

Service Engineering in the Information Society

Personal Productivity and ICT-based Services

Business Innovation and Services

Support environment

Theory developmentMethodologies

Pu

blic

Individual support engineering (micro)

Intraorganisational engineering (meso)

Interorganisational engineering (macro)

IT-s

ervi

ces

Lo

gis

tic

s

Pri

vate

distributedsimulation &animation

groupsupportsystems

changemanagement

tools

engineeringbuildingblocks

businessengineeringmodelling

essentialmodelling

evaluation and designmethods and principles

DITSE Research ProgrammeDITSE Research Programme

DITSE Research Programme:DITSE Research Programme:

Pu

blic

collaborative engineering (micro)

organisational engineering (meso)

business engineering (macro)

IT-s

ervi

ces

Lo

gis

tic

s

Pri

vate

Asynchronous Public ServicesBETADE

SIMLABSIMLABSimulation & Simulation & VisualisationVisualisation

� Coupling between

simulation environment

and all kind of real-life

systems (e.g. databases,

vehicles, information

systems)

� Simulation with more and

more advanced animations

nearly create virtual reality

Trends in simulation research:

Alternation between logical models and spatial models,

even coupled with emulated models.

Simulation algorithms are transformed into code for

production environments, without much effort extra.

Simulation of Amsterdam Airport Schiphol

COLLAB: Collaborative COLLAB: Collaborative Engineering in detailEngineering in detail

Extensive experience with the electronic boardroom

(brainstorming, evaluating, decision making)

Combination between electronic boardroom and

simulation facilities

Experience with collaborative modelling

Products & services:Products & services: DAISy (Development of Airport Information Systems).DAISy (Development of Airport Information Systems).

TANGO (Business models financial sector: Toegepassing TANGO (Business models financial sector: Toegepassing

Addedvalue Network Grootzakelijke Ondernemingen).Addedvalue Network Grootzakelijke Ondernemingen).

DIRIGENT (Business models music sector: Digital DIRIGENT (Business models music sector: Digital

Reengineering Internet Generated Network Technology).Reengineering Internet Generated Network Technology).

PaCE (Ontwikkelomgeving voor ketensimulatie: Participative PaCE (Ontwikkelomgeving voor ketensimulatie: Participative

Chain Engineering).Chain Engineering).

ModZorg (Modellen in de zorg).ModZorg (Modellen in de zorg).

PePSi (Personeelsplanning Simulatie-omgeving).PePSi (Personeelsplanning Simulatie-omgeving).

DITSE partners:DITSE partners:

Ministeries van VROM, Binnenlandse Zaken, Defensie en Ministeries van VROM, Binnenlandse Zaken, Defensie en Landbouw, Natuurbeheer en Visserij. Landbouw, Natuurbeheer en Visserij.

Belastingdienst.Belastingdienst. KPN Research.KPN Research. ING Bank.ING Bank. Nationale Nederlanden.Nationale Nederlanden. CMG.CMG. Politie Amsterdam en Haaglanden.Politie Amsterdam en Haaglanden. Luchthaven Schiphol.Luchthaven Schiphol.

Web enabled call centers met application sharing

Effecten op efficiency en effectiviteit

Joyce Beumer

Outline presentatie

Waarom application sharing? Wat is application sharing? Ontwikkeling vanuit verschillende

disciplines Factoren die application sharing

beïnvloeden Testen Hypothesen

Waarom application sharing?

Case: revalidatiecentrum voor visueel gehandicapten

– lange reisafstanden– lange opnames– lange wachttijden om computer te leren

bedienen Vraag: hoe kunnen deze nadelen worden

vermeden?– Observaties van klanten en hulpverleners– Conclusie: telefonisch contact en delen

beeldscherm cruciaal Oplossing: web enabled call center met

application sharing.

Wat is application sharing?

De mogelijkheid voor twee of meer personen die op fysiek verbonden computers werken om gegevens van elkaar te zien en te kunnen manipuleren.

Collaborative browsing Just In Time Support

Ontwikkeling vanuit verschillende disciplines

Telefoon en data netwerken Klanten processen

– agent interactie– helpdesk achtige activiteiten– kennismanagement

Back- en frontoffice software

omgevingsfactoren

taakkarakteristieken

technologische karakteristieken

gebruikerskarakteristieken

Introductie strategie

gebruikapplication sharing

communicatie efficiency

communicatie effectiviteit

Onderzoek

Design Systeemanalyse

– KPN– Siebel Systems– Profuse– Alcatel…. ?

Experiment Cases

Hypothesen

gebruik van application-sharing draagt bij aan de efficiency van de communicatie en effectiviteit van taakuitvoering Nadere specificatie hypothesen naartechnologiesoort taaksoort gebruikeromgevinghet introductieproces

Multi-channel coordination

Tonja van Diepen

Multi-channel distribution as an organization problem

24-hour economy

individualization

increasingcustomer demands

deregulation

technologicaldevelopment

MARKET

internal organizationdistribution channels

• people• resources• technologies

Adapting the internal organization to a customer-oriented multi-channel strategy

What are the main issues?

By no means a lack of alternatives to approach the market through electronic distribution channels.

However: insufficient attention for the need for changes in the internal organization.

Multi-channel distribution: more complicated than adding new channels and related processes.

The addition of new (electronic) distribution channels has important implications for processes and organization structure in (financial)institutions.

As a result, there is need for new forms of coordination to support the new customer-oriented multi-channel strategy.

Traditional service model:• standard products• mass market• single-channel distribution

Product-oriented strategy and organization

24-hour economyincreasing customer demandsindividualization…

Savings Mortgages ...

back- offi ce

front- offi ce

transactionsadministrative processing

effi ciencystandardization

batch- processing

advisesales

flexibilityindividual interaction

customer

branch offi ce/ intermediary

“piles”

Payments

Need for new service model:• diversified products • individual customer• multi-channel distribution

Financial services sector dynamics

Payments

back- offi ce

front- offi ce

customer

...

callcenter

callcenter

callcenter

maIl

maIl

maIl

pc

bankIng

internet

internet

Savings Mortgages

branch offi ce / intermediary

Independent developmentof different channels

Problems in provision of services:

• inconsistencies in information about the customer• inconsistencies in information supply to the customer

Financial services sector dynamics

Observations from practice:problems recognized

different (and sometimes even conflicting) information throughdifferent distribution channels

no sharing of information between distribution channels

different access-, security-, and authorization method, differentphone numbers

each channel has its own marketing and IT policy, its ownsales and customer service organization, etc.

...

Payments Savings Mortgages ...

back- offi ce

front- offi ce

cc

cc

cc

brancheoffi ce

generalcall

center

pcbanking

internet ...

B

HS

X X X

customer functionsmid- offi ce

Need for changes inthe internal organization

New forms of coordination

Directions for improvement

Problem of coordination

Coordination between the dimensions of products, distribution channels and customers

Coordination between different distribution channels and related processes

Coordination of entire process over front-office, (mid-office) and back-office

Coordination within one distribution channel between different products

Four areas of attention:

Translation to a new process architecture:main issues

Lack of insight in processes and process organization

Changes in front-office used to be leading; back-office process changes as a reaction (instant removing of bottlenecks)

Strong product orientation needs to be removed from the presently available processes, there is need for new dimensions for distribution channels and customers

Need for flexibility in process organization

Need for quick insight in necessary adaptations to anticipate new changes

Need for designing a new process architecture, based on different “considerations” (e.g. efficiency versus flexibility, generic versus specific organization of processes, …)

Traditional situationproduct A

Adding new distribution channelsproduct A

channel A channel Cchannel B

Efficiency objectiveproduct A

channel A channel Cchannel B

channel 1 channel 2 channel 3

customer segment 1

customer segment 2

customer segment 3

channel 1 channel 2 channel 3

customersegment

customer segment 2

customer segment 3

customer segment 1

customer segment 2

customersegment 3

Flexibility objectiveproduct A

Overall purpose: building blocks

Searching for generic and specific building blocks for designing a (flexible) process architecture to support

a customer-oriented multi-channel strategy

Next steps

Extend research in other sectors

Develop concepts for process building blocks

Mobiel-drieluikM-commerce business models

E-commerce modellen geëvalueerd voor GSM

Content Providers

Rol Content Providers bij UMTS

Service Providers

Toegevoegde waarde van Service Providers in UMTS waardeketen

E-commerce modellen

geëvalueerd voor GSM

M-commerce business modelInternet E-commerce modellenBrokerage modellen

– Buy-sell fullfilment, search agents, buyer aggregator, virtual mall, metamediary, auction broker….

Reclame modellen– Portals: general, personalized,

specialized, Attention marketing, Free model, Bargain discounter

Infomediary modellen– Recommender, registratie

Merchant model– Catalog merchant, surf and turf, virtual

merchant, bit vendor

Community model– kennisnetwerk, virtual community

Abonnement– utility (pay per) model

Criteria voor M-commerceTechniek GSM

– informatie processing capaciteit en mogelijkheid van lokaliseren van gebruiker

GPRS, EDGE, HSCSD ontwikkel traject WAP, géén IP-adressering

Economie– product (eenvoudig, homogeen,

digital-non-digital): tijd en lokatie specifiek

– proces digitale producten: order, fulfillment,

payment, after-sales niet digitale producten: order, payment en

aftersales

Gebruiker– typologie

traveler, researcher, relaxer, tourist, shopper, misc.

– access tot persoonlijke informatie– dienst door gebruiker gedefinieeerd, incl.

interface

Absoluut– informatie processing capaciteit– fulfillment en after-sales– informatieverschaffing

Relatief– lokatie specifiek– tijd specifiek– response tijd– dienst gebruiker gedefinieerd

Criteria versus modellen

Absolutecriteria

Relatievecriteria

Overallviability

AffiliateModel

o++ oo-- +

Portal +++ ++++ +

Attentionmarketing

o++ ++++ +

Registratie o++ ooo+ +

Utility model o++ ++-+ +

Content Providers en

UMTS

Content providers en technologie

Content providers – Traag en conservatief– Internet: disruptieve technologie voor

CP’s Slechtere performance

– UMTS stenghtening technologie: content ook via andere kanalen

Belang informatie

Lagere transactie kosten, efficientere markten

Content kritieke rol in netwerk-economieVervagen van grensen, intensivering van

relatiesVerschuift machtcentra: branding en loyalityVersnelling:korte plc’sNieuwe business modellenLeidende rol gebruikers wensen in context

Rol van content in netwerk economieRol van content in netwerk economie

Customermgmt

Customer roaming

Kwaliteitvan relatie

Aftersales

Consum-ptie

Test van relatie

Levering

Betaling

Evaluatie

Transactiesale

Transactiekoop

Contract

Informatie

Evaluatie

Match

Promotie

Browsen

Encounter

Aanbieder

User

Rolvan

content

VB ‘eninter-

actievecontent

Aantrekken vanklanten

Banners

Searchengines

Pushmedia

Productinfo

Websiteinfo

Product vgl.

Simulators

Interfacevoortransactie

On-linecredit appl.

Electronischbestellen

Productbeschikbaarheid

Content

Electr.Betaling

On-linelevereninformatie

Informatiet.b.v.consumptie

Web,E-mailcustomersupportWeb-telefonie, callcenter

IneteractievecommunityProduct evaluatie

On-line consumercommunity

E-mailupdates

Waardeketen mobiele communicatie

KnmiANPAND

PlanetInternet

User

ContentProvider

Network Operator

Service Provider

ContentOrganiser

HostingProvider

AccessProvider

Transaction

provider

ContentSource

KPNWOL

PlanetInternetUUnet

BanksTTPLibertel

M-infoStartwap

KPNLibertelTelfortBenDutchtone

KPNLibertelTelfortTalklineDebitel

Content via UMTS

UMTSterminals

InternetUMTSgateway

Content

Internetaccess

Provider

Content

Transportnetwork

Content

ContentProvider

Content

A B C D

Issues: Control over content, QoS (telephony vs Internet)Distribution of content

Business modellen content

Subscription– used to pay for mobile communication

AirtimeAdvertisment

– critical mass, reach– small screens– personalising advertisement and content

Transaction, E-commerce models

Toegevoegde waarde van Service Providers in UMTS

waardeketen

Waardeketen mobiele communicatie

KnmiANPAND

PlanetInternet

User

ContentProvider

Network Operator

Service Provider

ContentOrganiser

HostingProvider

AccessProvider

Transaction

provider

ContentSource

KPNWOL

PlanetInternetUUnet

BanksTTPLibertel

M-infoStartwap

KPNLibertelTelfortBenDutchtone

KPNLibertelTelfortTalklineDebitelISP’setc

Service providers

Fixed Service Providers Indirect Access Operators

Carrier select, carrier pre-select Switchless resellers

Mobiel MSP’s Mobile Virtual Network Operator WAP-content brokerage

Internet ISP’s Application SP’s

UMTS role model

content

accounting

user & calldata

information flowflow of money

conterntpaym

en?tusage payment

subs

crip

tion

& se

rvice

paym

ent

application paymentsubscriber

networkoperatorreseller

contentprovider

value-addedservice

provider

payment?

application

user & call data

UMTS value system

serviceman.

terminaldistr.

networkowner Pack-

aging

Internetaccess

contentowning

APPLICATIONS & CONTENT ACCESS SERVICEPHYSICAL

DISTRIBUTION

contentpro-vision

contentbroker-age

appl.pro-vision

networkorganiser

provision of UMTSteleservices &supplementary

services

access tothe Internet

operation of UMTSinfrastructure &

provision of UMTSbearer services

packaging & tariffing of

Internet services

billing, helpdesk,customer care, etc.

distribution ofUMTS terminals

provision ofUMTS content

creation ofcontent

selectionof UMTS content

responsible for arrivalof data, over several

infrastructures

Strategic positions SP’s

Strategy Activity Revenuemodel

CSF

Reseller Resellcapacity

Airtime Margin; Switching costcustomer; Access todistribution channels

IndirectAccess

Operatebackbone

Service Low cost operation

MVNO Provideapplication

Airtime Service

Agreement with TO Operator specific

servicesContentBrokerage

Contentbroker

Subscription Transaction

Content payment

Portal Directoryservice

Advertise. Marketing

Many hyperlinks

ApplicationProvider

Provideapplication

Service Kick back

Co-operation NO

Fixed switchless reseller

StrengthSales expertise

Weaknessno operating expertisesmall brand nameno infrastructuresmall customer base

strategic option UMTS reseller

Fixed indirect access operator

Strengthsales experienceexpertise in operating circuit switch infrastructurebackbone infrastructureoperational deep pockets

Weaknessno experience in operating mobile infrastructuresmall brand namesmall customer base

strategic option UMTS indirect access

ISP’s

Strengthsales experienceexperience in operating packet-switched networkservice development experiencewell-established brand namelarge customer baseoperational contacts with content providers and VAS (electronic payment

Weaknessno experience in operating mobile infrastructure

strategic option content broker, portal & MVNO

Mobile switchless reseller

Strengthsales experiencelarge customer baseaccess to distribution channelsagreement with mobile operators

Weaknessno operating experiencesmall brand nameno infrastructure

strategic option content broker

Quality of Service management in wereldwijde IP netwerken

Jan-Pascal van Best

Vergelijking Telecom<>IP

Trad. Telecom Internet1. Krijgt (bijna) altijd verbinding Lang niet altijd

2. Gemaakte verbinding blijft instand

Verbinding wordt nogal eensverbroken

3. Betalen per seconde Meestal flat-rate

4. Geen gegevensverlies Best-effort aflevering

5. Constante datasnelheid Variabel

6. Constante transmissievertraging (Behoorlijk) variabel

Actoren (1)

Service management 1

Network 1

Service management n

Network nCompany

server

Company

Customer PC

Customer

...

...

Actoren (2)

KlantLeveranciers van IP-netwerkdiensten

(ISP’s en backbone providers)DienstenaanbiederHardwareleveranciersGovernance bodies: ISOC, IAB, IETFOverheden

Obstakels

Standaardisering op technische oplossingen

MigratietrajectCombinatie met billing en

accountingOrganisatie en management

Accounting

Service management 1

Network 1

Service management n

Network nCompany

server

Company

Customer PC

Customer

...

...

Momenteel: Alleen bilaterale afrekeningenTelecom-wereld: Veel effort en kosten in

accounting

Doel onderzoek

Een bijdrage leveren aan het ontwerp en de organisatorische voorwaarden voor een Internet met QoS-eigenschappen

Hoe kunnen QoS-eigenschappen in IP netwerken worden geïntegreerd en hoe moeten die netwerken dan worden gemanaged?

Stand van zaken

Onderzoek naar connectivity ISP’s: minder hiërarchisch dan gedacht

Gevolgen hiervan voor peering en invoering QoS

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VragenDiscussie

Follow up