telecom billing's evolving role in post pc era
DESCRIPTION
With OTT proliferation in the mobile business, telecom operators are struggling to redefine the value of their services for operators. Business models abound, billing remains a key opportunity area for telecoms. this talk covers high level telecom interventions related to billing and their evaluation as source of sustainable competitive advantage.TRANSCRIPT
Pakistan Mobile Communications (Pvt.) Limited 1
NEXT GEN BILLING- a look at the evolving role of billing
Ehtisham Rao
Asia Pacific Billing and RA 2011
Pakistan Mobile Communications (Pvt.) Limited 2
Billing has changed
Pakistan Mobile Communications (Pvt.) Limited 3
Revenue Management – The Building Blocks
Revenue Management for the enterprise: each of these have to be addressed as part of the integrated Revenue Management initiatives
The right segmentation can determine accuracy of uptake estimates and revenue potential in rapidly commoditized landscape
Managing customers at the point of interaction includes payment facilitation, assuring access to product and service as well as capturing customer experience
Assurance & Billing are cornerstones of capturing and realizing revenue through effective process and systems management up/downstream
Forecasting demand and peak/off-peak pricing can make or break an operator’s value proposition. The balance between price and QoS, and what it takes to make the maximum a customer has to offer
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2
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Revenue Management building blocks
RevenueManagement
Effective segmentation
Assurance & Billing
Customer Engagement
Pricing & Inventory
Human capital Applications Infrastructure
Pakistan Mobile Communications (Pvt.) Limited 4
Customer Experience is the new Billing Phenomena
• Convergence across pre and post pay• New business models are key drivers• Value is locked in customer context
• Payments of all types possible• Multi platform• User Experience drives revenues
• Customer insights drive convergence strategies• Customer context mapped to your strategy• Deliver solid differentiation
• Customer preference, policy enforcement & visibility• Xsell, Usell, intervene, surprise, retain• Customer experiences are moving to real time contexts
• The new operator does not produce everything it sells• More business models, more adaptability• We’re not a bitpipe…right?
• Behind the scenes, only key components converge• The converged platform evolves like a mesh• Continuous change in platforms like CRM, Billing
Policy & Behavioral Intervention
Partner Settlement
Customer
Adapt Converge
d Intelligenc
e
Converged Platforms
Converged Payments
Opt
Pay
Consume
Test
Switch
Converged Charging
Pakistan Mobile Communications (Pvt.) Limited 5
Infrastructure and Technology Development
Supply Chain Management
Product Lifecycle Management
Network Ops BSS/OSS Marketing Sales
Customer Service
Customer Relationship Management
Cu
sto
me
rs
Su
pp
liers
The Value Chain Question
Billing
Pakistan Mobile Communications (Pvt.) Limited 6
What will the next generation revenue management look like?
Rationale behind revenue model evolution
- Multi-play service environment will be highly customer-configurable.
- Price plan simplicity will be augmented by multiple bundling and real time customer driven pricing options based on thousands of newly emerging customer segment clusters
- Charging and Billing multiple content types based on impulse buying in real time will shape new revenue models.
- The New IP based services need to be delivered not as post or prepaid but both:
. Customers will manage service thresholds with options to pay on the go or wait till the end of the period determined not by service but the context of use
. Long tail phenomenon will be a key service differentiator
. Voice will be the lower end of the price spectrum…
Target area for revenue management
- Availability of customer segmentation information in time for enabling product and pricing decisions.
- Complex bundle options driven by customer visibility to related services
- New channels and means to up/cross sell
- What was used, what was priced?- Services priced in customer context- Focused on customer/product
lifecycles
- A largely customer self care regime- Policy driven usage based on profile
information available in real time.
Effective Segmentation
Pricing & Inventory
Assurance & Billing
Customer Engagement
Pakistan Mobile Communications (Pvt.) Limited 7
What’s wrong with this picture?
Data Ware house
ERP
BI
RAID
EBPP Billing
Interconnect
CRM Co
re Netw
ork G
SM
/GP
RS
Internet G/W
MGW
IN
SMSC
POS
Mediation
NPGVMS
Access N
etwo
rk
Customer profiling and charging happens here
Policy management, Payment and service control happens here
Customer Experience happens here
With latency between customer profiling and instance of service, BSS/OSS remain a backend function
Pakistan Mobile Communications (Pvt.) Limited 8
What’s wrong with this picture?
Call setup
Call/Session/Paymentrequest
Call/Transaction Decision
Quality Cost Preferences
Presence Status Location
Call setup
Service Provider Network
Converged Session BillingRecord
Pakistan Mobile Communications (Pvt.) Limited 9
It’s a journey not a destination!
New IN platformNew IN platform
CRM upgrade 1CRM upgrade 1 Hybrid Data ModelHybrid Data Model
SDP payment overhaulSDP payment overhaul
CRM upgrade 2CRM upgrade 2
Customers can use location based discounting
Customers able to use multipay for voice and pay for 3P services from handsets
IMS & Mediation upgradeIMS & Mediation upgrade
Customers pay for differentiated content during call, use multi channel video conferencing
Process &
Platforms
Customer
Outcomes
Pakistan Mobile Communications (Pvt.) Limited 10
Behind the scenes—prepare for changes
Business Process framework: relevance and maturity map
Partner Selection
Partner Activation/ DeactivationProduct definition Co-Marketing Revenue Model
definition
ChannelsSelection
Channel Activation/ Deactivation
Service ActivationUsage
WholesaleManagementFraud monitoring
Investor Relations Communication & Image
Strategic &Enterprise Planning
HumanResources Purchasing
Corporate & Legal Affairs
Disaster Recovery & Security
Finance, Administration
& ControlQuality Management,
Process & Internal audit
IT planning & Architecture
Facilities Management
Infrastructure & Collaboration
Network & Traffic Management
Support & LogisticsProduct definition & Marketing Sales & Fulfillment Assurance
Product Catalogue Management
Tariff Management
Campaign & Retention Management
Commercial InformationManagement
Complaint mgmt
Customer satisfaction survey
Resource Inventory Management
Document Management
Billing Inquiry
Customer Data Management
Order Management
Lead & Sales Management
Contract Management Reporting Management*
Customer interface management
Survey executionLoyalty
Campaign & Retention Execution
Shipment
Billing
Billing
Revenue Realization
Wholesale billing
Customer Base Analysis
MNP
POS Mgmt Commissioning
Resource Management and
Operations
Resource Management and
Operations
Resource Management and
Operations
Resource Management and
Operations
Defined
Performed
Business relevance
Critical
High
Medium
Low
Maturity level
Managed
Business Processes and Supporting Systems map
Support & LogisticsProduct definition &
MarketingSales & Fulfillment Assurance
Product Catalogue Management
Tariff Management
Campaign & Retention Management
Commercial Information
Management
Complaint mgmt
Customer satisfaction survey
Partner Selection
Partner Activation/ DeactivationProduct definition Co-Marketing Revenue Model
definition
Content Partner Management
Resource Inventory Management
ChannelsSelection
Channel Activation/ Deactivation
Document Management
Billing Inquiry
Customer Data Management
Order Management
Lead & Sales Management
Contract ManagementReporting
Management
Customer interface management
Survey executionLoyalty
Campaign & Retention Execution
Shipment
Billing
Billing
Revenue Realization
Resource Management and Operations
Service ActivationUsage
Enterprise Management
WholesaleManagementFraud monitoring
Investor Relations Communication & Image
Strategic &Enterprise Planning
HumanResources Purchasing
Corporate & Legal Affairs
Disaster Recovery & Security
Finance, Administration
& ControlQuality Management,
Process & Internal audit
IT planning & Architecture
Facilities Management
1. SIEBEL2. DWH3. AVAYA4. Geneva Billing System5. Network Infrastructure6. Office Equipment / Antivirus7. ICT (Interconnect)8. Nexes Mediater9. Comptel10. MS Exchange Server11. Oracle Financial Application12. ETL13. BESPOKE14. MW15. NPG16. WFMS17. QMT18. RAID 19. NAC20. EDMS21. SPS22. Windows Server / SQL Server23. EFICS24. KXEN25. EMS26. HITS27. DC (Data Center)28. Microstrategy29. WeMind30. TRUECOMP31. EPM32. EPOINT33. IN34. CMDB35. GTI36. ZRG37. Blackberry Service38. Retriever39. TIBCO40. CDR COLLECTER41. CHARGING GATEWAY42. Enterprise Portal 43. Tax Certificate44. DRSITE45. Internet Gatewaty46. BizTalk47. SMS Gateway48. ICRM49. Campain & Retention Mgmt50. OBS
Wholesale billing
Main IT Systems
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Infrastructure & Collaboration
Process area not covered by critical or blocking systems
Network & Traffic Management
Customer Base Analysis
MNP
Sales Channels ManagementPOS Mgmt Commissioning
Critical
Blocking
Criticality
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4141
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Pakistan Mobile Communications (Pvt.) Limited 15
Evolution driven by unique operator circumstances
Market variables• Business case for new architectures• Strategy prioritization to create a ‘new’ way of doing things
Financial Viability of Initiatives• Cost/Benefit analysis of proposed changes• Understanding the roadmap and its financial implications
Operations Roadmap• While we know where we are going, the path that takes us there is not clear• A piece meal approach can get us out the wrong exit in no time
Pakistan Mobile Communications (Pvt.) Limited 16
Case review – Billing Platform Upgrade
Mediate Events
Mediate IR and Billing Rate Bill Enrich/Apply
rules Publish Bills Push to BI
Active Mediation Real Time enhanced Rate & Bill
Control Production of Bills & multichannel Customer engagement
Real Time BI update (Active Datawarehousing)
The immediate benefits were not the improvement of the existing KPIs The immediate benefits were not the improvement of the existing KPIs but rather a great opportunity to redesign the entire Revenue but rather a great opportunity to redesign the entire Revenue
Management propositionManagement proposition
BILLING TEAMS FOR THE FUTURE
Pakistan Mobile Communications (Pvt.) Limited 18
Translate Change as all encompassing not just a billing upgrade
• Customer Experience• Revenue Protection• Adherence to Product Framework• Data Quality• …..
• Percentage Errors in bills/1000• Rating Lag per hour• Number of days outstanding• Rejected Events per 1000 rated• …..
• Multi-Platform Reports• AdHoc Query• …..
Process & Product Frameworks
BILLING TEAMS FOR THE FUTURE
ANALYSTS
PLATFORM SPECIALISTS & OPERATIONS
STAFF
Pakistan Mobile Communications (Pvt.) Limited 29
Thank you—any questions?
Ehtisham Rao
Director Business Intelligence & Billing, Mobilink
+00923008499114