Frost & Sullivan Global CSP Strategies Analyst Briefing


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Frost & Sullivan’s analyst briefing on the global CSP strategies.

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Frost & Sullivan Global CSP Strategies Analyst Briefing

  1. 1. Recreating the Catalog – Global CSP Strategies for Product Management Nancee Ruzicka, Senior Research Analyst OSS/BSS Global Competitive Strategies October 15, 2008
  2. 2. Focus Points • Why product management matters now • Implementing a factory approach • Product versus Service catalog • Integration with fulfillment • CSP strategies • Vendor strategies • The last word 2
  3. 3. Why Product Management Matters Now Ideation User Test • Marketing • Small group • Finance • Friendly • Network Planning Go/No-Go Go/No-Go • End-to-end 2-4 weeks 5-7 days 4-6 weeks 8-12 weeks 6-18 months Product Design Product Brief Product Build Launch • Construction/Network Access Proposal • Detailed design • Hardware/software modifications • Detailed business case • Product detail • Resource planning • OSS/BSS integration • High level cost estimate • Training • Testing • 12-18 month product development cycles are no longer acceptable • Majority of new products do not require network build-out • Products must be componentized and pre-integrated with OSS/BSS so they can be assembled and delivered in real time • Components must be reusable • Common product catalog needs to be available to every sales channel • Common service catalog needs to be available to every product component 3
  4. 4. Implementing a Factory Approach Product = Service Component + Feature Component(s) • Service components • Basic underlying network-based service; voice, data, video • Requires engineering design and support, fewer changes • Includes network configuration data, workflow, and pricing • Includes policies/rules specific to access, bandwidth, interoperability, quality • Service components can be sold as stand-alone products • Feature components • Features, functionality, applications that augment a basic service • Mix-and-match by product managers or customers, always changing • Includes service and device configuration data, pricing, and bundling • Includes policies/rules specific to compatibility, customer, availability • Feature components require an underlying service component 4
  5. 5. Implementing a Factory Approach Access Network Configuration Component Definition CPE/Handset Rules Service Thresholds Activation Workflow Usage Rules Billing Rules Unlimited IM Component Definition Local N + Premium Channels Local GamePak VoIP Caller ID Int’l. Local Unlimited Channels w/ LNP MMS MMS Games 2 w/ VoIP Region N 5
  6. 6. Implementing a Factory Approach Local MMS Channels Games IM Caller ID VoIP Fixed Data Product Assembly Mobile Voice Customer Fixed Mobile Fixed Mobile #1 Voice Video Video Data 6
  7. 7. Product Versus Service Catalog Product Service Catalog Catalog Sales channel Order Capture interface Rating, bundling, pricing rules Device, plan, service assembly rules Order decomposition interface Activation, configuration rules Provisioning/activation interface Assurance interface 7
  8. 8. Integration With Fulfillment Product Management Product Definition Product Product Test Product Design & Planning Deployment & Launch Customer Product Service Network Data Catalog Catalog Inventory Customer Customer Customer Assurance, Ordering Activation Update Billing, CRM Fulfillment 8
  9. 9. CSP Strategies Some of the requirements that should be addressed up-front and consistently executed for all OSS/BSS efforts include: • Common component definition • Data alignment • Standardized interfaces • Platform and application performance 9
  10. 10. Vendor Strategies • Vendors enter the market where they are strongest • Product catalog reconciliation and integration with ordering • Service catalog integration with fulfillment • End-to-end product development and delivery approach • Ecosystems and pre-integration 10
  11. 11. The Last Word • PLM that integrates product management and fulfillment represents a new way of thinking for CSPs • Commonality and consistency are essential to deriving business value from product and service catalog investments • Balance is required between short-term initiatives; e.g. ecommerce upgrades and long term PLM strategies • Initiating a business-wide PLM effort requires broad-based support • Existing product and sales channel silos can be a barrier to progress • Beyond the ability to launch new products, CSP success will be determined by how well those products live up to customer expectations 11
  12. 12. Your Feedback is Important to Us What would you like to see from Stratecast? Growth Forecasts? Competitive Structure? Emerging Trends? Strategic Recommendations? Other? Please inform us by taking our survey. 12
  13. 13. For Additional Information • To leave a comment, ask the analyst a question, or receive the free audio segment that accompanies this presentation, please contact Stephanie Ochoa, Social Media Manager at (210) 247- 2421, via email,, or on Twitter at 13