Telecom Order Management Solution Research Project

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Research Project on Telecom Order Management Solution

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Telecom Order Management Solution Research Project

  1. 1. A PROJECT REPORT ON Enhancing Customer Experience to Address Business Imperatives through efficient TOMS FOR ACADEMIC RESEARCH UNDER THE GUIDANCE OF Dr. Tripti Dhote Faculty (Marketing) TOWARDS PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OFMASTER IN BUSINESS ADMINISTARTION IN TELECOM MANAGEMENT SUBMITTED BY ABHISHEK PARDESHI MANOJ MOHITE SATHYA IYER SHAILENDRA SHANKAR RICHA BHATIA Symbiosis Institute of Telecom Management Pune 412115 MBA TM (Batch 2011-13)
  2. 2. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS CERTIFICATE This is to certify that project titled Enhancing Customer Experience to address Business Imperatives through efficient TOMS Is a bonafide work carried out by ABHISHEK PARDESHI MANOJ MOHITE SATHYA IYER SHAILENDRA SHANKAR RICHA BHATIA Under the guidance of Dr. Tripti Dhote Faculty (Marketing) Towards the partial fulfillment of Master of Business Administration in Telecom Management (MBA -TM)_________________ _________________ Director Project Guide Symbiosis Institute of Telecom Management Page 2
  3. 3. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS ACKNOWLEDGEMENT “All Im armed with is research.” -- Mike WallaceThe 10 month research project as a part of curriculum at SITM lays a strong foundationfor aspiring managers like us not only by imparting quality, world class education butalso giving us an opportunity to get appropriate and worldwide exposure before we takethe actual step in.We would like to express our gratitude to all those who gave us the knowledge and allrequired support to complete this report.We are deeply indebted to our mentor Dr. Tripti Dhote whose help, stimulatingsuggestions, knowledge, experience and encouragement helped us in all the times ofstudy and analysis of the project in the pre and post research period.We would like to thank respected Director Sir Prof. Sunil Patil, Dy. Director Sir Prof.Prasanna Kulkarni and all the faculty members of SITM for sharing their extensiveknowledge and expertise to equip us with the knowledge and skills to take on theresearch.We would also like to thank Corporate Executives of Infosys, IBM, Amdocs and TechMahindra, without whose valuable inputs this report was almost impossible.03.01.2013 Symbiosis Institute of Telecom Management Page 3
  4. 4. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS ABSTRACTThe telecom sector is the ‘sunrise industry’ for India and faces intense competition dueto existence of many players. As we know ‘Customer is the King’ and there is hypercompetition between the CSP to serve this King. It’s high time for CSPs to differentiatethemselves and stop competing in terms of price and moves on to provide better qualityof service and enhanced customer experience.In this project we are looking at the best practices that are being adopted and followedby TOMS provider to develop Telecom order management solution. We are alsorecommending a business framework that Telco’s should adopt while developing andimplementing TOMS. This framework will help Telcos to launch products with less turn-around time, less time to market, less revenue leakage, better visibility of processes andexpenditure. Symbiosis Institute of Telecom Management Page 4
  5. 5. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS ContentsTitle of the Project ........................................................................................................... 9Objectives ..................................................................................................................... 10Executive Summary ...................................................................................................... 11Chapter- 1: INTRODUCTION ........................................................................................ 13 1.1 Relevance and justification: ................................................................................. 14 1.1.1 Telecom Order management Solutions a CSP perspective: ............................. 14 1.1.2 The Business Imperatives to be addressed: ..................................................... 15 1.1.3 TOMS provider perspective: ............................................................................. 16 1.1.4 CEM: ................................................................................................................. 18 1.1.5 LEVERAGE ORDER MANAGEMENT TO IMPROVE THE CUSTOMER EXPERIENCE:........................................................................................................... 20 1.2 LITERATURE REVIEW ....................................................................................... 22 1.3 Case Studies: ...................................................................................................... 29 1.3.1 Bharti Airtel -Comverse ..................................................................................... 29 1.3.2 TELEFONICA ................................................................................................... 30 1.3.3 VODAFONE TIBCO .......................................................................................... 30Chapter-2: Research Methodology ............................................................................... 33 2.1 Data Source: ........................................................................................................ 34 2.2 Research Approach: ............................................................................................ 35 2.3 Research Instrument: .......................................................................................... 36 2.3.1 Questionnaire: .................................................................................................. 36 2.4 Sampling Plan:..................................................................................................... 37 2.5 Contact Method: .................................................................................................. 37Chapter-3: Limitation of the Research ........................................................................... 39Chapter-4: Analysis and Findings ................................................................................. 42 4.1 What are 3 most efficient capabilities provided by your TOMS? .......................... 43 Finding & Inferences: ................................................................................................. 43 4.2. What KPIs are considered while designing TOMS? ........................................... 44 Findings and Inferences: ........................................................................................... 44 4.3 Which standardizations does your TOMS adhere to? .......................................... 45 Findings and Inferences: ........................................................................................... 45 4.4 Which process of TOMS are major contributing factor which can hamper CEM? 46 Symbiosis Institute of Telecom Management Page 5
  6. 6. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Findings and Inferences: ........................................................................................... 46 4.5 How is your organization coping up with the rapidly changing technology i.e. from 2G,3G to 4G in terms of TOMS? ............................................................................... 47 Findings and Inferences: ........................................................................................... 47 4.6 .After implementation of TOMS for a telco, what have been the changes in the following parameters?................................................................................................ 48 Findings and Inferences: ........................................................................................... 48 4.7 What are the challenges faced by TOMS providers? .......................................... 49 Findings and Inferences: ........................................................................................... 49 4.8. Name few of your clients .................................................................................... 50 4.9 Whether CRM is pre-integrated/in-built with your TOMS?If yes,then which CRM? ................................................................................................................................... 50 Findings and Inferences: ........................................................................................... 50Chapter -5: Recommendations ..................................................................................... 52 Framework for developing TOMS to enhance Customer Experience for CSPs:........ 53 5.1 CE Framework ..................................................................................................... 53 5.1.1 Defining CE:...................................................................................................... 53 5.1.2 Measuring CE: .................................................................................................. 54 5.1.3 Improving CE: ................................................................................................... 54 5.2 ‘TOMS Three Phase framework’ to improve CE: ................................................. 56 5.2.1 Blueprinting: ...................................................................................................... 56 5.2.2 Value Analysis: ................................................................................................. 57 5.2.3 Realization: ....................................................................................................... 58 References…………………………………………………………………………………..61 Symbiosis Institute of Telecom Management Page 6
  7. 7. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS List of FiguresFigure 1 : Layers of CE ................................................................................................. 18Figure 2: Frost & Sullivan Research .............................................................................. 20Figure 3: Infosys TOMS framework ............................................................................... 22Figure 4: Order Fallout Management Views .................................................................. 23Figure -5: Order Management Processes ..................................................................... 27Figure -6: Frost & Sullivan Research 2009.................................................................... 27Figure -7: Order Management Flow .............................................................................. 28Figure 10: Dimension along which CE is to be measured ............................................. 55Figure 11: TOMS 3 phase implementation Framework ................................................. 56Figure 12: Value analysis example a gift from business centric to customer centricapproach ....................................................................................................................... 57Figure 13: Steps in Value Analysis ................................................................................ 58Figure 14: Steps in Realization ..................................................................................... 59Figure 15: Example of business process analysis ......................................................... 60 List of TablesTable 1: Capabilities provided by TOMS provider ......................................................... 43Table 2: KPIs considered for TOMS .............................................................................. 44Table 3: Standardizations followed while Designing TOMS .......................................... 45Table 4: Processes in TOMS which hamper CE ........................................................... 46Table 5: How TOMS coping-up with technology advancements ................................... 47Table 6: Improvements observed at Telco side ............................................................. 48Table 7: Challenges faced by TOMS provider ............................................................... 49Table 8: Clients ............................................................................................................. 50Table 9: CRM pre-integration ........................................................................................ 50 Symbiosis Institute of Telecom Management Page 7
  8. 8. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Nomenclature & Abbreviations3G Third-generation wireless cellular standard4G Fourth-generation wireless cellular standardARPU Average revenue per userB2B Business to BusinessCE Customer experience/Consumer experienceCEM Customer Experience ManagementCRM Customer Relationship ManagementCSP Communication Service ProviderCXM Customer Experience ImprovementeTOM Enhanced Telecom Operations MapIT Information TechnologyKPI Key performance indicatorNGOSS New Generation operating system and softwareOM Order ManagementSID Shared Information DataSOA Service Oriented ArchitectureTAM Telecom Applications MapTechM Tech MahindraTOMS Telecom Order Management SolutionTRAI Telecom Regulatory Authority of India Symbiosis Institute of Telecom Management Page 8
  9. 9. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Title of the Project“Enhancing Customer Experience to address Business imperatives through efficient Telecom Order Management Solutions” Symbiosis Institute of Telecom Management Page 9
  10. 10. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS ObjectivesThe objectives of the project are: i. To understand and evaluate best practices in Customer Experience governance using TOMS and building a business case for Telco’s ii. To Build a Framework for Telco’s to provide enhanced customer experience and to provide better visibility of the processes and rationalize expenditure in TOMS Symbiosis Institute of Telecom Management Page 10
  11. 11. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Executive SummaryThe basic objective of this research was to understand and evaluate best practices inCustomer Experience governance using TOMS and building a business case for Telco’sand to Build a Framework for Telco’s to provide enhanced customer experience and toprovide better visibility of the processes and rationalize expenditure in TOMS.Basically a market research was done with leading TOMS provider and analysis wasdone to understand the best practices in TOMS to provide enhanced customerexperience. Based upon the research done and after identifying the best practices wewere able to develop a framework for Telco’s and create a business case for the same.The research helped us to understand the basic capabilities TOMS provider provide inTOMS; processes important to TOMS provider which hampers the CE the most inTOMS; challenges faced by the TOMS with evolving technology, reducing product lifecycle; KPIs used by TOMS provider to evaluate CE; how is TOMS helping Telco’s toprovide customers with enhanced CE; standard TOMS provider follow while developingTOMS.Finally the research is concluded with a framework which can be used by Telco’s toprovide Enhanced CE to address various business imperatives like increasingcommoditization, decreasing ARPU, decreasing market share, etc. This could be donewith efficient TOMS. Symbiosis Institute of Telecom Management Page 11
  12. 12. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Symbiosis Institute of Telecom Management Page 12
  13. 13. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Chapter- 1: INTRODUCTION Symbiosis Institute of Telecom Management Page 13
  14. 14. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS1.1 Relevance and justification:1.1.1 Telecom Order management Solutions a CSP perspective: Communications service providers around the world are migrating from aproduct- centric approach towards a more customer-centric approach. They arebeginning to focus on using what they know about the customer to present products andservices that are not only highly relevant to the individual customer, but also timely innature. Tomorrows market winners will be able to deliver an experience that is cross-channel by design, allowing customers to shop or buy seamlessly and consistentlyacross multiple channels. The success of a company in delivering a customer-centric,cross-channel experience depends on their ability to align their business processesacross multiple internal operational silos, and collaborate with multiple enterprises, fromcontent providers to supply chain partners to selling partners.End-to-end order management (OM) systems are important investments because of theimpact of ordering on a companys operations. Inefficient OM systems lead to an i. Increased order fallout rate, ii. Slower time to market and iii. Inferior customer experience. From offer creation, matching offers to customers, order capture and order generation,through fulfillment across different channels and customer touch points to internal andexternal fulfillment points, OM sits at the heart of service providers transition tocustomer-centricity.OM solutions must go beyond the current technical or functionalapproach, and support a customer-centric approachAs ordering systems have evolved from dealing with single products to multiple,converged products, the focus has been first on operations. But as competitionbecomes increasingly intense, operational efficiency is no longer sufficient. To excel in aworld of competitive choices, service providers need to foster deep customerrelationships, and that means a different type of ordering process that regardless ofcustomer type, purchase channel and desired products, puts the customer at the center.Next-gen OM solutions alone need tube able to leverage everything the service providerknows in order to recommend the right products to the customer. Only then can itprovide complete and transparent visibility to the customer regarding the status of thedelivery of that order.Communications service providers OM systems are based on three fundamentalbuilding blocks: i. Sales OM, ii. Service fulfillment OM and iii. B2B collaboration OM. Symbiosis Institute of Telecom Management Page 14
  15. 15. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSIn order for vendors to be able to provide end-to-end OM systems, it is critical for theirsolutions to successfully bridge the gap among the three building blocks. i. Sales OM solutions coordinate all processes associated with securing the customers order from order capture until the order contract has been signed (for more complex enterprise orders). The sales OM solution automates the order capture process for various sales channels. It also has embedded workflow that routes the service order to the different departments that need to complete a particular task for that order contract. Retail lines of business will require more sophisticated OM solutions that integrate decisioning capabilities to present personalized offers for cross-sell and up-sell opportunities, resulting in higher-order conversion rates and truly seamless experience from lead to cash. ii. Service fulfillment OM solutions coordinate the many operations and network related workflow tasks necessary to fulfill a customer service order. Provisioning OM has greater synergies with other network-facing OSSs. Critical tasks performed by service fulfillment OM solutions involve order decomposition and brokering, routing orders to locations, design and assign network circuits, network activation, etc. iii. Supply-chain B2B OM solutions revolve around gaining real-time visibility into orders across divisions and supply networks, streamlining and lowering the cost of customer order fulfillment processes and accessing up-to-date product and inventory availability. Managing the workforce and technicians required to activate services, tracking inter-carrier service orders and number portability requests also must be handled by these OM systems.1.1.2 The Business Imperatives to be addressed:According to Gartner Group, about 2 to 5 percent of all services delivered by the worldslargest telecom providers are unbilled because of inefficient or misaligned processes.Despite significant investments in new and upgraded solutions, order-to-cash processesremain inefficient. In a hyper-competitive communications market, service providersbusiness objectives are focused on critical business priorities, summarized as follows: i. Increasing revenue and profitability; decreasing churn: Operators will look to launch a massive new set of offers, products and enabling technologies for more revenue streams. Personalization and rapid service delivery continue tube high on the priority list and are forcing providers to be more imaginative about how they bundle their products and services and explore new areas forsakes growth. In this context, the ability to intelligently cross-sell and up-sell to an existing customer base will be critical to this growth. Symbiosis Institute of Telecom Management Page 15
  16. 16. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS ii. Deliver contextual offers: Personalized offers based on customer preferences, transaction volumes, social networks and preferences, etc., require a real-time decisioning engine as an integral part of an OM solution. A unified solution can help service providers make 1:1 contextual offers to every customer, improving acceptance rates, and improve fulfillment rates via straight-through processing. iii. Reducing OPEX and limiting system complexity: To simplify enhancement and operational cost to support the change in demand, providers want to consolidate disparate BSS/OSS systems and eliminate the custom approach to provide core capabilities. iv. Improving supply-chain B2B process management: Service providers requirements revolve around gaining real-time visibility into orders across divisions and supply networks, streamlining and lowering the cost of order fulfillment processes and accessing up-to-date product and inventory availability. v. Providing seamless cross-channel ordering: Next-gen OM solutions need to be able to handle cross-channel orders seamlessly and manage orders that start at one channel and complete at another, regardless if the channel is owned by the service provider. This functionality is critical for service providers that are dealing with well-informed, tech-savvy consumers that navigate across different channels and make purchases that involve numerous interactions across multiple channels and touch points. With the introduction of wireless and social channels, this has become progressively more complex, with shopping channels no longer restricted to just Web, stores and contact centers. However, many of these objectives cannot be met by operators because of fragmented and inefficient OM systems.1.1.3 TOMS provider perspective:Critical process inefficiencies that operators suffer and that can be traced back tofragmented OM systems: i. Bottlenecks around offer design and implementation: Service providers suffer from fragmented design processes across organizations and systems. This is compounded by the complexity of convergent services, creating inefficiency in the overall design process. It is very time-consuming to test new offers, as it is dependent on manual processes and needs coordination across disparate systems and organizations. Lack of reusability of existing workflows means that for every new offer, new orchestration plans must be created from scratch. ii. Long order cycle time: Lack of end-to-end vision across the OM chain results in complexity in process management, inaccurate fulfillment time estimates and inability to effectively deal with in-flight orders. Lack of accurate data with regard to subscribers, service and resources means that providers have tremendous difficultly in creating complete and accurate orders, resulting in high order fallout. Common problems as a result of this include Symbiosis Institute of Telecom Management Page 16
  17. 17. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS the inability of providers to decompose orders and provide orchestration plans for complex service bundles and lack of end-to-end visibility of the order delivery process. Manual processes or home grown systems with scalability issues will not be able to adequately handle the demand for services. iii. Complex order configuration leading to margin erosion: Order configuration and quote generation rely on disconnected tools and time- consuming, error prone manual order entry without proper validation. This leads to a high number of order rejections, lost margins and decreased customer satisfaction. iv. Lack of modern ordering system impedes introduction of selling models to drive new revenue: Service providers want to embrace new business models to increase market presence and drive new revenue. The most common new business model initiative is to expand into new sales channels, including new partner channels and customer self-service. However, limitations in their OM systems prohibit the use of these new channels. v. Personalized approach to enterprise customers: Enterprise clients represent service providers highest value customers due to the customization and complexity of their orders and strict service-level agreements (SLAs). Key performance indicators such as roundtrip provisioning timeframe, percent of rejected orders, account and service count mismatch between billing and provisioning systems are directly tied to SLAs that service providers must meet in order to avoid financial penalties.Next-Gen OMSFrom a technology standpoint, next-gen end-to-end OM solutions should be able totailor cross-sell and up-sell offers to each customer, perform multi-channel quote andcapture, be proficient in dealing with complex order fulfillment process and build on acore communications foundation framework. Centralized product catalog encompassesproduct and service and resource information that must be closely aligned with this end-to-end OM solution.Automated, intelligent exception handling is a critical aspect that can be handledeffectively by next-gen, BPM-based OM solutions. It helps orders to maintainconformance with their dependencies and exception rules, which helps minimizeprovisioning errors and eliminate inconsistencies. OM systems should have thecapability to build a knowledge base of common exceptions and create auto resolutionmechanisms that quickly resolve exceptions without customer impact. Proactive ordermonitoring and auto-resolve capabilities help service providersincrease efficiency and reduce support costs. Service providers already have existinglegacy BSS/OSS systems in their environment.Other key functionalities that next-gen OM solutions should be able to handle are:  Provide integration with supply-chain processes  Provide service-specific templates  Support automated flow-through provisioning as well as manual events Symbiosis Institute of Telecom Management Page 17
  18. 18. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS  Allow real-time order visibility  Have close alignment with business intelligence and reporting tools  Atomic transaction support and ability to handle in-transit order changes  Have a user-friendly graphical user interface (GUI) for order entry/negotiation  Integrate with centralized, dynamic product catalog as the control point to increase flexibility and optimize product offerings  Provide responsive interaction using fine-grained load balancing1.1.4 CEM:The TM Forum defines customer experience or consumer experience as, “The result ofthe sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s).” “The discipline, methodology and/ or process used to comprehensively manage a customer’s cross channel exposure, interaction and transaction with a company, product, brand or service is called Customer Experience Figure 1 : Layers of CE Management.” Customer ExperienceManagement (CEM) has, over the last 6-8 years, become a major talking point in theTelecom industry, as well as a number of other industries, including Financial Services,Retail and even the Public Sector. The widespread focus that CEM has received inTelecom from both the Communication Service Provider (CSP) and vendorcommunities is, however, far from being homogeneous.For some, CEM is a software/ technology-based solution; for others, it is a businessconcept that is more about an organizational transformation process; for others it is are-invigoration (or, an extension) of CRM; and, for others, it is a passing vendor-drivenfad which will no doubt be superseded by another fad sooner or later. By and large,however, the industry seems to understand what CSP meant to do for CSPs.CEM is Symbiosis Institute of Telecom Management Page 18
  19. 19. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSmeant to: drive a greater level of customer-focus; engender operational efficiencies;generate new revenue streams; and help maximize profits.In the short term it is evident that, beyond creating a CEM strategy that aligns tocorporate, CSPs are looking to apply CEM to both operational (process) oriented issuesto seek efficiency gains and to revenue oriented opportunities, including ARPUmaximization and cross/up-selling of multiple services. In the mid/ long term, CSPs arelooking to tackle more strategic challenges and opportunities.CEM is typically aligned to highly strategic objectives, including Churn Reduction andQuality (of service) Improvement. This provides strong indications that most CSPs aimto drive revenue through CEM. This expectation aligns with the belief that CEM isintegral to the long term survival of CSPs. Nonetheless, CSPs are also focused on thefact that CEM can help drive down operational costs – though this is seen as a mid/longer term objective, signaling that rationalization of process is only possible once anindividual CSP has amassed sufficient experience to reap the benefits of efficiency. Yet,when outlining short and mid/ longer term development plans for CEM, most CSPsfocus the short term on process improvement and other operational aspects. This maygive an insight into a perceived time lag between effort and payback. CSPs will requiresupport to gain this experience; the starting point will be in determining how to bestleverage the full capabilities available through existing CEM implementations from otherorganizations. CEM’s barriers (in relation to adoption, implementation and rollout – aswell as benefit realization) are related to the classic functional silos that CSPs arestructured in relation to. There are often competing objectives and misaligned measuresof performance between different departments, which creates friction. Organizationally,this issue manifests itself horizontally and vertically (i.e. between departments and fromExecutive to Operational leadership). This is a major development area and one inwhich CSPs can work alongside vendors that have strong consulting capabilities tocapitalize on best practices – even from other industries where CEM has beendeployed. Despite the challenges and – as noted before – CEM initiatives haveflourished. These initiatives tend to be set up through the backing of a clear businessplan, business case and roadmap, with associated milestones and KPIs. Many of thesededicated CEM initiatives are still in their infancy, to be found in the first 3 stages ofdevelopment: i. Strategy, ii. Design and iii. Implementation.In fact, some of these initiatives have literally gone live in the last 12 months. As such,initiatives are typically still focused on certain domains, having prioritized where theimpact will be greater. Typically, these areas are front-end (customer-facing) domains,particularly Customer Service (Contact Centre), Service Activation and Billing.Frost & Sullivan survey 2009 conclusion on important processes which hamperscustomer experience are as follows: Symbiosis Institute of Telecom Management Page 19
  20. 20. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Figure 2: Frost & Sullivan Research1.1.5 LEVERAGE ORDER MANAGEMENT TO IMPROVE THE CUSTOMEREXPERIENCE:Communications Service Providers (CSPs) must fulfill orders on time and provideefficient and cost-effective customer service. In addition, they need robust orderhandling systems to ensure competitiveness. Infosys’ experts propose an integratedapproach to help CSPs address the challenges of order fallout management. Astructured methodology to resolve fallout issues reduces customer churn, enhancessatisfaction and improves the customer experience.Customer satisfaction is increasingly contingent upon the customer experience at eachinteraction, and a pivotal point is the ordering process. Companies that strive to delivera superior customer experience are doomed to fail if that process is slow and inefficient,hinders customer decision making, or proves to be unreliable. The right ordermanagement software can not only eliminate negative experiences, but also enableyour organization to successfully use the favorable customer experience as adifferentiator in a crowded and competitive marketplace.Customer experience is important, especially in tough times. The world economy isshowing early signs of recovery, but businesses remain cautious given the continueduncertainty in the timing and speed of the recovery. The past few quarters have beenextremely tough on companies across industries as revenues fell sharply, leading to Symbiosis Institute of Telecom Management Page 20
  21. 21. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSintense competition for every customer. The challenges companies faced in retainingevery customer have served as a reminder of the importance of the customerexperience, especially in a recession. With significant cuts in R & D outlays andcompetitors willing to outdo each other in price and cost cuts, there is an opportunity forcompanies to differentiate on customer experience.Delivering a superior customer experience in a downturn is also important to build themind share that can lead to accelerated growth in the upturn. The ordering process iscrucial to improve the customer experience, but is often ignored. Many companiesattempting to offer a superior customer experience tend to focus on marketing and salesactivities leading up to the purchase and on service activities after the purchase.Improving the ordering process to deliver a perfect order can support the marketingmessage and eliminate unnecessary order inquiries and service requests, resulting insignificantly improved customer experience. Symbiosis Institute of Telecom Management Page 21
  22. 22. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS1.2 LITERATURE REVIEWSolutions and research for Order Management for telecom companies and its relevancein Customer Experience Management has been carried out by companies like Infosys,Huawei, Nokia Siemens, Frost and Sullivan etc.A robust order management system is imperative for successful provisioning ofservices. An efficient order fallout management system ensures that order failures aredetected and corrected early for prompt provisioning of customer service. Order falloutoccurs due to non-scalable systems, incomplete processes or inconsistent data.Fallouts result in customer churn, degradation of service offerings and a diminishedcustomer experience. Order fallout management is a complex system involving multiplecomponents.A typical framework for Order Fallout Management System can be shown as follows: Figure 3: Infosys TOMS frameworkInfosys has proposed an integrated approach to improve the order fallout process.Different views are applied to address the issues in order fallout management since Symbiosis Institute of Telecom Management Page 22
  23. 23. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSstakeholders have diverse perspectives to resolve fallout issues. For instance, thesenior management may focus on increased cash flow at minimal cost while CustomerService Representatives (CSRs) need a reliable system to provide efficient customerservice, irrespective of cost. A consolidated view enables CSPs to develop effectivesolutions for issues related to order fallout.Five perspectives/ views were proposed that must be considered before implementing anew order fallout management system or modifying an existing system:  Process view  System view  People view  Data view  Cost view Figure 4: Order Fallout Management Views i. Process View: The process view focuses on the processes to be applied to different types of fallout. A comparison with existing processes or a new process helps resolve issues more efficiently. CSPs must identify, define and Symbiosis Institute of Telecom Management Page 23
  24. 24. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS review the processes to resolve order fallout issues. The processes must include:  Proper methods to identify criticality of fallouts, i.e., orders requiring immediate resolution versus orders that are due at later date. Processes must be defined for stringent monitoring, tracking and resolution of exceptions.  Well-defined methods to allocate work across different regions and types of order fallout. Proper definition of work centers enables allocation of work to the work center with the right skills and knowledge to handle the issue.  Efficient communication methods such as chat queues and bridges to enable interaction between various teams to promptly resolve common issues and reduce communication overheads  Work centers with the ability to manually orders in triage situations  Efficient feedback mechanisms to solicit feedback from various stakeholders including CSRs  Processes for the product management team to incorporate literature on new product bundle offers into the system  Processes for development, maintenance, deployment, and release management  Escalation procedures for various scenariosii. People View: The people view equips the fallout management team with the right set of skills and equipment to handle order fallouts efficiently. It encompasses all people aspects, including how teams must be aligned along knowledge proficiency, aspirations and limitations, to utilize their strengths in the fallout handling process. The people view point can be gained by -  Setting up integrated teams to enable the support team to collaborate with the application development team for prompt and accurate exception management  Defining different levels of skills in order fallout to rectify orders depending on the complexity of exceptions. It optimizes work assignment to Subject Matter Experts (SMEs) to avoid cherry-picking by specialists.  Identifying and deploying training mechanisms to create knowledge- enabled CSRs for increased customer satisfaction and efficient order entry. It also reduces inconsistent order entries in the system.  Identifying the training needs of all stakeholdersiii. Cost View: Adopting the cost view requires enhanced focus since it affects the overall profitability and success of an organization. A fallout management system must be implemented at a reasonable/ optimal cost. The tangible and intangible benefits must be considered while comparing the cost options of an implementation. For example, a particular order fallout improvement strategy may not be cost-effective but may yield long-term benefits to the organization. Management of order fallout is more expensive in the later stages of the order flow cycle. Symbiosis Institute of Telecom Management Page 24
  25. 25. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSImplementation steps for the cost view:  Opt for right shoring to reduce the IT cost of fallout management  Identify and train Tier 1 and Tier 2 teams to handle repetitive order exceptions. The teams can comprise resources with a lower skill set to minimize costs.  Identify an expert team for tool generation to roll out quality tools promptly and reduce the cost of order fallouts.Rules-based tools may be used when it is known that a bug will exist until the nextrelease. Tools help detect, diagnose and resolve system, application and data issuespromptly. iv. System View: The system view helps build a mature system that can address the technical demands and the complex application landscape of IT organizations. It enables improvements in the overall order management system to enhance the order flow-through rate. The system view facilitates enhancements, technology upgrades and automation of processes, and improves reporting for better decision making.The system view enables -  Unified dashboard systems – Tier 1 through Tier 4 teams for customer service must have a unified view of applications to reduce Average Handling time (AHT) and promptly resolve issues.  Intelligent automated systems – An intelligent system can automatically resolve repetitive exceptions. It can take fallouts from a provisioning system, automatically correct errors, and resubmit the order to the provisioning system for flow-through, eliminating the need for manual intervention. Infosys’ automated processes helped a CSP improve order processing and save US$ 3 million in a year.  Rules-based engine – A sophisticated rules-based engine enables the system to address order fallout.  Structured approach – Preventive design and analysis of fallout can be achieved during system development with a structured approach.  Prioritization – Automation of common functions across work centers provides real-time information on work load and work distribution. It enables managers to prioritize work queues.This integrated view to fallout management has been claimed to improved flow throughrate by 6% and increase average on-time delivery by 2%.A study conducted by Frost and Sullivan on Customer Experience Management foundthat the primary drivers for CEM adoption today relate to:  Churn reduction  Quality (of service)Improvement Symbiosis Institute of Telecom Management Page 25
  26. 26. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSOther drivers included:  Process improvement;  Competitive differentiation and  Ability to harness higher quality data.Although CSPs will almost universally speak of the ultimate impact of CEM on corporateprofitability through its potential impact on both key levers, Revenue and Cost, they willtypically assert that in the short term, the focus is on Revenue Growth/ Enhancement.The Cost Reduction potential of CEM is also widely acknowledged and, while objectiveslike Churn Reduction would certainly also affect costs, CSPs think this second type ofbenefit is most likely to be realized in the middle to long term. This view is based on thenotion that operational effectiveness – through CEM’s impact on processes – can onlybe gained through experience and today, as stated earlier in this paper, CEM initiativesare still in their early stages of development. Other important drivers for CEM adoptionare linked to issues such as competitive differentiation, which are largely seen as beingmotivated by increasingly saturated and competitive markets, where price, coverageand standard quality (will)no longer suffice. The next stage of competitive evolution, sayCSPs, relates to the ability to understand customers at a micro-segment (extended tothe individual) level. This level of insight would enable CSPs to both target customerswith completely customized offers and enable them to manage their relationshipsthrough a detailed understanding of personal needs, preferences and expectations.The key areas that are in-focus for CEM programs today are front- end, related directlyto the customer, including  Customer activation  Customer behavior  Customer interaction  Customer retention  Customer Service initiatives  Improved monitoring  Network fault management  Service provisioningThese areas clearly relate to the drivers for adoption (i.e. the objectives for having aCEM initiative): churn reduction and quality (of service) improvementOrder management process in telecom industry is comprised of a number of sub-processes. The best available documentation of these processes is provided inEnhanced Telecom Operations Map (eTOM). Although processes related to ordermanagement are well dispersed in the eTOM framework, yet fulfillment underoperations covers almost ninety percent of order management processes. Following isan overview of critical order management processes’ mapping with respect to EnhancedTelecom Operations Map (eTOM) framework: Symbiosis Institute of Telecom Management Page 26
  27. 27. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Figure -5: Order Management Processes Figure -6: Frost & Sullivan Research 2009 Symbiosis Institute of Telecom Management Page 27
  28. 28. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS From the above survey Frost & Sullivan concluded that important processes for CEM from operator’s point of view are:  Customer Response Management  Sales Activation and Order Handling  Service Assurance  Service Quality Management  Provisioning  Billing  Contact Center  Campaign Marketing The typical order management flow in OSS/BSS system is as follows: Customer contacts Call Center Complete OrderMarket Product& Customer Customer Interface Management Clarification Order Order Sales Completition Request Clarification Response Proposal Confirmed Notification Request Offered Feasibility Request Order Handling Selling Feasibility AssesmentService Service Order Processing Requested Design Order Solution Initiated Design Response Service Solution Request Activated Service Configuration & Activation Resource WorkResource Reservation Resource Order Activation Requested Resource Initiated Resource Requested Reservation Provisioning Resource Confirmed Completed Activated Resource ProvisioningSupplier/Partner Figure -7: Order Management Flow Symbiosis Institute of Telecom Management Page 28
  29. 29. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS1.3 Case Studies:1.3.1 Bharti Airtel -Comverse i. Problem statement.  Airtel is largest Service provider in India & they needed single Enterprise wide billing system to support the acceleration of its post-paid mobile business i.e. they had decentralized billing system. ii. Challenges faced :  To integrate a cohesive approach that accords with state mandated centralization regulation. Another challenge was to ensure the operator’s long term self-sufficiency by building a model that would not rely on third party iii. Solution and implementation:  Implementation of billing & order management system and high quality customer service was a relatively straight forward element of a solution. Airtel has deployed Comverse Keenan billing & order management system to ensure high customer service &products, the operator is known for.  Team from Comverse Keenan worked with Airtel team play an important role in coordinating numerous other strategic initiative, such as developing standard operating procedure, enhancing business process to optimize efficiency, providing best practice recommendations on revenue assurance & creating and implementing an overall architectural framework for its billing & order management infrastructure that will scale to support Airtel’s rapid growth over the coming years. iv. Benefits after implementation: Comverse Keenan has made numerous enhancements to Airtel operation.  Rating timeliness increased by 90%  Zero billing delay environment  Quick order time : 60% reduction from 12minutes to less than 5minutes to provision an order by streamlining online data management & reducing level of communication required  Operational intelligence : Reduced the number of daily reports from 1300 hard copy to just 83  Improved cash flow & resource utilization Symbiosis Institute of Telecom Management Page 29
  30. 30. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS1.3.2 TELEFONICA i. Problem statement:  Customers were having difficulty activating or upgrading broadband service  Technical call centre was receiving an increasing number of calls  Increased level of field support for minor problem  Increasing OPEX due to increase in customers support services ii. Solution and implementation :  Complete solution for broadband services deployment& support: motive self-service motive customer service manager and motive home device manager  Automated self-help tool with virtual assistance for activation support& maintenance of broadband service with guided resolution of common technical problems  Deliver broadband service intelligence to help desk personnel related to PC and CPE configuration issue iii. Benefits after implementation  Incoming call coming to call centre reduced to 60%  Faster first-call resolution of customer problem by help desk agent  Faster deployment complex services including triple play & fixed mobile services  Improved ARPU & measurable OPEX  Easier management of CPE1.3.3 VODAFONE TIBCO I. Problem statement:  After merger between Vodafone Australia and Hutchinson 3GAustrailia facing challenge of providing adequate scalability for future.  In fast growing business, maintaining top notch customer service for increasing customer base requires smooth interaction between existing system & the scalability to ensure fast response times under any load. ii. Solution and implementation :  TIBCO Business Event manages real time service provisioning layer to agreed service level  TIBCO Active Matrix Business works integrates over 20application and network system using network adapters.  TIBCO Rendezvous manages communication between VHA’s technical order management system and other system Symbiosis Institute of Telecom Management Page 30
  31. 31. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS  TIBCO Enterprise messaging service provides core enterprise messaging and throttling layer.  TIBCO administrator allows for end to end monitoring and management of the solution.iii. Benefits after implementation  VHA’s new platform offer full redundancy and availability  After 3’s launch of highly anticipated Smartphone, activation volume increased, Business Event comfortably handles the spike order traffic.  Future application can tap into VHA’s backend services using service oriented architecture standards. Symbiosis Institute of Telecom Management Page 31
  32. 32. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Symbiosis Institute of Telecom Management Page 32
  33. 33. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Chapter-2: Research Methodology Symbiosis Institute of Telecom Management Page 33
  34. 34. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS2.1 Data Source:In this project the data used was both primary data as well as secondary data andconclusions & recommendations to the problem statement were made using the samedata.Primary data: primary data was collected from four corporate people from 4 TOMSprovider: Infosys, IBM, Amdocs, TechM. A common questionnaire was made consistingof open-ended questions for each of the stated entity and data was collectedSecondary Data: Secondary data was used for qualitative research for formulating thequestionnaire and listing down the parameters for achieving the objective stated.Secondary data was obtained through various Telecom news websites, CSP websites,TOMS provider website and many other telecom journals Symbiosis Institute of Telecom Management Page 34
  35. 35. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS2.2 Research Approach: Define the research problem Determining the data requirement Prepare the questionaire Finding out the concern people to fill the questionanire Acquiring Information Compilation & Processing of Data Collected Interpretation of Result Preparation of Result Figure 8: Research Approach Symbiosis Institute of Telecom Management Page 35
  36. 36. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS2.3 Research Instrument:Questionnaire was used as research instrument. Questionnaire were prepared byqualitative research2.3.1 Questionnaire:Q.1: What are 3 most efficient capabilities provided by your TOMS?Q.2: What KPIs are considered while designing TOMS?Q.3: Which standardizations does your TOMS adhere to?Q.4: Which process of TOMS are major contributing factor which can hamper CEM?Q.5: How is your organization coping up with the rapidly changing technology i.e. from2G,3G to 4G in terms of TOMS?Q.6: After implementation of TOMS for a telco, what have been the changes in thefollowing parameters?Q.7: What are the challenges faced by TOMS providers?Q.8: Name few of your clientsQ.9: Whether CRM is pre-integrated/in-built with your TOMS?If yes,then which CRM? Symbiosis Institute of Telecom Management Page 36
  37. 37. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS2.4 Sampling Plan:Target population: All TOMS providerSample Size: 4 TOMS provider:Infosys , IBM, Tech Mahindra, AmdocsSampling Technique: middle management level executives were selected, 1 each fromthe above 4 TOMS provider2.5 Contact Method:Personal Methods were employed in order to collect data from them. A appointmentwas set and interview were carried out in person and through telephone Symbiosis Institute of Telecom Management Page 37
  38. 38. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Symbiosis Institute of Telecom Management Page 38
  39. 39. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Chapter-3: Limitation of the Research Symbiosis Institute of Telecom Management Page 39
  40. 40. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Every research work is bound to be effected by certain limitation and this one is notan exception. The information and data received from the respondents depends upontheir understanding and knowledge. If the data and information collected is not accurateor true then it can affect the analysis and results. In that case the interpreted results candiffer from actual result and condition. Besides of this there are other factors also thatmay affect the outcome of research-  Company representatives were hesitant to share and answer some of the critical questions asked  The above limitation led to assumptions to be made by ourself .  At times, the persons who gave appointment did not have enough time to answer all the questions of the questionnaire  At times, the data gathered from the companies was not satisfactory.  Company representatives were sometimes afraid of disclosing the required information taking us as their competitor Symbiosis Institute of Telecom Management Page 40
  41. 41. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Symbiosis Institute of Telecom Management Page 41
  42. 42. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Chapter-4: Analysis and Findings Symbiosis Institute of Telecom Management Page 42
  43. 43. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.1 What are 3 most efficient capabilities provided by your TOMS?Infosys IBM Amdocs Tech Mahindra• Bulk Ordering • Multichannel Order • Streamlining the • Processes designed to• Zero Touch Entry and Faster order-to-cash cycle deliver optimalOrdering T2M • Centralized Product operational efficiency• Single Click • Order Visibility and Services Catalog • Scalable architecture toEnablement • Ability to provide • Preconfigured support future contextual service provider- transformations promotions specific Best • Component level Practices customization needs Table 1: Capabilities provided by TOMS providerFinding & Inferences:It was observed that from the analysis that most of the TOMS provider were offeringthe capabilities which were concentrated on the following:• Faster Time to Market• Efficient Service Delivery and Fulfillment• Scalable Architecture for providing bundled services Symbiosis Institute of Telecom Management Page 43
  44. 44. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.2. What KPIs are considered while designing TOMS?Infosys IBM Amdocs Tech Mahindra• Potential Service • Volume of orders • Accuracy of • CustomerDisruptions processed per Order Fulfillment Satisfaction Index• Estimated Time month • Effective Time for • Delivery offor restoration of • Order Distribution resolution of Service on-timeservice by state for the trouble tickets • Fault Resolution• Estimated Time current month • Time for within stipulatedto complete a new • Average Duration provisioning of a SLAsservice installation for Order Handling service for the day Table 2: KPIs considered for TOMSFindings and Inferences:From the survey it was analyzed and concluded that most commonly used KPIs fordesigning TOMS by TOMS provider are as follows:• Service Provisioning and Activation Time•Mean Time to Resolution Symbiosis Institute of Telecom Management Page 44
  45. 45. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.3 Which standardizations does your TOMS adhere to?Infosys IBM Amdocs Tech Mahindra• NGOSS • NGOSS • NGOSS • NGOSS• eTOM • eTOM • eTOM • eTOM• SOA • SOA • SOA • SOA• TAM • TAM• SID • SID Table 3: Standardizations followed while Designing TOMSFindings and Inferences:From the survey it was analyzed and concluded that most commonly used Industrystandards that TOMS provider refer to for designing TOMS are as follows:• NGOSS• eTOM• SOA Symbiosis Institute of Telecom Management Page 45
  46. 46. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.4 Which process of TOMS are major contributing factor which can hamperCEM?Infosys IBM Amdocs Tech Mahindra• Order Fallout • Order Errors and • Order Errors and • Order Errors and• Delayed Fallout Fallout FalloutProvisioning • Customer • Customer Service • Processing• Improper Billing Response Management Behavior Management • Faults in Billing • Faults in Billing • Improper Billing Table 4: Processes in TOMS which hamper CEFindings and Inferences:From the survey it was observed that most common process that hamper customerexperience are:• Order Errors and Fallout• Customer Response Management• Improper Billing Symbiosis Institute of Telecom Management Page 46
  47. 47. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.5 How is your organization coping up with the rapidly changing technology i.e.from 2G,3G to 4G in terms of TOMS?Infosys IBM Amdocs Tech MahindraSOA Compliance IBMs SDPE helps Amdocs Service End-to-End Systemmakes our product to manage the Management Suite Integration andagile and scalable catalog of products -Single Platform to Implementation ofwhich makes the and add the manage the entire Orcale basedup-gradation easier products efficienly service portfolio B/OSS lifecycle Table 5: How TOMS coping-up with technology advancementsFindings and Inferences:From the survey it was analyzed that most TOMS provider use following procedure andstandard to overcome the challenge of rapidly changing technology:  SOA Compliance  end-to-end integration Symbiosis Institute of Telecom Management Page 47
  48. 48. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.6 .After implementation of TOMS for a telco, what have been the changes in thefollowing parameters? i) On-Time Service Delivery ii) Revenue Leakage iii) Cost Reduction iv) Order Fall Out Rate ReductionInfosys IBM Amdocs Tech Mahindrai)On-Time Service i)On-Time Service The facts were not The facts were notDelivery:71% over Delivery:45-60% closed closed6 months ii) Revenueiii)Cost Leakage: ReducedReduction:18-20% by 30-40%reduction in iii)Cost Reduction:maintenance costs Reduced by 40% iv)Order Fall Out Rate Reduction:20% Table 6: Improvements observed at Telco sideFindings and Inferences:From the analysis it was observed that CSPs were looking at following parameters andso TOMS provider had provided for same by providing corresponding capabilityThe most important parameters considered are:Cost Reduction and Revenue Leakage reduction Symbiosis Institute of Telecom Management Page 48
  49. 49. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.7 What are the challenges faced by TOMS providers?Infosys IBM Amdocs Tech Mahindra• Getting CSP to • CSPs expect the •Dealing with the •Localization ofoperate outside changes to be conflicting agendas of servicestraditional silos implemented the CIO, CTO, CFO, • Bundling/unbundling• Being able to instantaneously etc. of services is complexcustomize for each • Fundamentally • Hype about CEM to implement andCSP lacking a long term means CSPs expect manage• Enabling CSPs to view that is broken immediate results, • Frequent newbenefit fully from down into bite-size which are not always product, services andCEM chunks feasible tariff introductions • Getting pinned • CSPs expect to sell with less down as another incompatible product implementation time CRM initiative bundles provided by business Table 7: Challenges faced by TOMS providerFindings and Inferences:Major challenges faced by TOMS provider are:• CSPs expect the changes to be implemented instantaneously• Bundling/unbundling of services is complex to implement and manage• Shrinking lifecycle of Products and Services Symbiosis Institute of Telecom Management Page 49
  50. 50. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS4.8. Name few of your clientsInfosys IBM Amdocs Tech Mahindra• British Telecom • Airtel • Vodafone • BritishTelecom • Idea • DataCom • Zain • Nawras Telecom Table 8: Clients4.9 Whether CRM is pre-integrated/in-built with your TOMS?If yes,then whichCRM?Infosys IBM Amdocs Tech MahindraYes; Siebel CRM No Yes;In-house Yes;Oracle Table 9: CRM pre-integrationFindings and Inferences:For efficient performance and to reduce the complexity of managing diverse systems,CRM and TOMS are integrated in most of the cases. Symbiosis Institute of Telecom Management Page 50
  51. 51. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Symbiosis Institute of Telecom Management Page 51
  52. 52. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Chapter -5: Recommendations Symbiosis Institute of Telecom Management Page 52
  53. 53. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSFramework for developing TOMS to enhance Customer Experience for CSPs:5.1 CE FrameworkFor Developing a TOMS to enhance customer experience we need to understand howCE is hampered with respect to TOMS. It can be done by following steps: 1. Defining CE 3. Improving 2. Measuring CE CE Figure 9: CE framework5.1.1 Defining CE:To generate the largest impact, customer experience improvement should be anenterprise-wide initiative closely aligned to a service provider’s business goals. Forinstance, the customer experience objectives of a low cost basic services operator arelikely to be very different from those of a multi-service operator. Many CSPs strugglewith developing a common organization-wide definition of customer experience, whichis the first step towards undertaking a customer experience improvement program. Inthe absence of an organization-wide definition of customer experience, differentdepartments in a telecom organization, such as marketing, network and customerservice, often create their own definitions based on a blinkered view of organizational Symbiosis Institute of Telecom Management Page 53
  54. 54. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSgoals. This leads to a lopsided treatment of customer experience improvementinitiatives. As a result, initiatives that require significant investments but do not delivermeaningful customer experience improvements are often prioritized over others that aremore impactful.5.1.2 Measuring CE:Traditionally, customer experience has been measured by touchpoint surveys, singlemetric approaches such as NPS, or surveys commissioned by 3rd party marketresearch firms such as JD Power and Nielsen. While these approaches provide broaddirectional feedback, they do not account for other feedback sources such as behavioraldata about consumers or information scattered in the online world including socialnetworks, Twitter, and blogs. Moreover, there is a rich treasure trove of informationembedded in interaction records such as emails, call recordings and chat transcripts,which can provide rich insights into customer perception. An inability to tap these myriadsources of customer feedback can lead to a flawed assessment of the current state ofcustomer experience and the required actions for improvement.5.1.3 Improving CE:Given the heightened CSP interest in customer experience today, assorted productswith diverse capabilities ranging from ‘network decongestion’ to ‘contact centreproductivity enhancement’, are being labelled as tools for customer serviceimprovement. This presents a real challenge for CSPs as they need to break throughthe clutter of available products and determine which of these best meet their businessobjectives. The challenges in executing an effective customer improvement program aretwo-fold:  Identification - determining the initiatives that uniquely improve customer experience  Prioritization - selecting and focusing on those initiatives that will have the greatest impact on customer experienceToday, most CSPs lack a holistic approach to defining, measuring, and improvingcustomer experience, which reduces the overall impact of a customer experienceimprovement program. Symbiosis Institute of Telecom Management Page 54
  55. 55. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMSThe above procedure can be done along 6 Dimensions w.r.t TOMS as follows: Figure 8: Dimension along which CE is to be measured Symbiosis Institute of Telecom Management Page 55
  56. 56. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS5.2 ‘TOMS Three Phase framework’ to improve CE:The three phases are detailed below. Realization – Blueprinting – • Implementing • Mapping process prioritized flows, KPIs and initiatives with dimensions special emphasis on user journeys Value Analysis – • Assessing and prioritizing CXM initiatives based on customer experience impact Figure 9: TOMS 3 phase implementation Framework5.2.1 Blueprinting:The objective of the Blueprinting phase is to document the link between processes,KPIs and dimensions in order to provide the base for calculating the CXM impact ofinitiatives in the Value Analysis phase. The Blueprinting phase involves the followingactivities  Create Business Process Flow Catalogue. Catalogue all process flows in the service provider organization to understand the customer lifecycle and interactions w.r.t TOMS  Create Process KPI Catalogue. Catalogue all process KPIs.  Assign Weightages to Process KPIs. Determine the relative importance of all KPIs associated with a process, based on the impact of the KPI on achieving process objectives. Symbiosis Institute of Telecom Management Page 56
  57. 57. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS  Analyze CXM Dimensions. Determine the relative importance of dimensions in meeting organizational CXM objectives, through customer surveys and stakeholder discussions.  Map CXM Dimensions to Process Flows. Create a CXM Dimension-to- Process-Flow map to calculate the overall impact of a customer experience improvement initiative5.2.2 Value Analysis:In this phase, CXM initiatives are evaluated and prioritized. Typically in a telecomcompany initiatives are evaluated and selected based on a financial business case. Therigour of the business case may vary but cost, revenue and savings are usually the keydeterminants in the decision making process. Figure 10: Value analysis example a gift from business centric to customer centric approachIn the Value Analysis phase, the CXM initiatives are prioritized based on their customerexperience impact. The CXM impact of an initiative is calculated in the following manner Symbiosis Institute of Telecom Management Page 57
  58. 58. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Step 1 - List the percentage improvement in all KPIs impacted by the initiative Step 2 - Calculate the weighted score of KPI improvement for each process impacted by the initiative (using the weightages assigned to KPIs in the Blueprinting phase) Step 3 - Aggregate the scores for all processes mapped to a dimension (using the CXM Dimension-to-Process- Flow map prepared in the Blueprinting phase) Step 4 - Calculate the weighted score across dimensions (using the weightages assigned to the dimensions in the Blueprinting phase) Figure 11: Steps in Value Analysis5.2.3 Realization:The CXM initiatives that are prioritized based on the Blueprinting and Value Analysisphases are implemented in the Realization phase Symbiosis Institute of Telecom Management Page 58
  59. 59. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS • Business Process Analysis phase • Business Process Impact Analysis • Use Case Development Step 1 • Business Requirements Gathering • Transition phase Step 2 • Operation phase Step 3 Figure 12: Steps in RealizationAs an example, consider the launch of an e-commerce capability to augment theexisting sales channels of a CSP. The first step would be to evaluate the impact of thisnew capability on existing marketing and fulfillment processes and the changes requiredif orders are placed online versus over-the-counter. This is followed by the identificationand development of use cases that enable the CSP to maximize its return from theinvestment. The use cases can be further categorized into those that directly impactconsumers such as ordering workflow and those that are system driven such asactivation of services based on the plan selected by a consumer. A visual map of theuse cases with direct consumer impact should highlight the customer touchpointsrequired to deliver a best in class user experience. This allows the implementation teamto focus on the business requirements related to the highlighted touchpoints.The Business Process Analysis phase is followed by the regular stages in theimplementation lifecycle, as in the case of any technology program, until the initiativesare transitioned to operations Symbiosis Institute of Telecom Management Page 59
  60. 60. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS Figure 13: Example of business process analysis Symbiosis Institute of Telecom Management Page 60
  61. 61. Research Project: Enhancing CE to address Business Imperatives through Efficient TOMS References: http://www.trai.gov.in/ http://www.infosys.com/Oracle/offerings/Documents/telecom-order-management- solution.pdf http://www.amdocs.com/Products/OSS/Pages/Service-Order-Management.aspx http://www.amdocs.com/whitepapers/posters/Amdocs-CES8-Portfolio.pdf http://www.techmahindra.com/telecom_industry/techmahindra_case_studies.asp x http://www-01.ibm.com/software/websphere/industry/telecommunications/order- management/ http://www.tmforum.org/SolutionAssessment/IBMCatalogDrivenOrder/13016/hom e.html http://www.pwc.com/gx/en/technology-media- convergence/pdf/organizationalchange.pdf http://www.pwc.in/en_IN/in/assets/pdfs/publications- 2012/convergence_india_2012.pdf http://www.comarch.com/telecommunications/solutions-services/featured- solutions/order-to-cash-automation/ http://voicendata.ciol.com/ http://www.gotopai.com/wp-content/uploads/2012/12/CMS_Frost-and- Sullivan_Customer-Experience-Management_4AA0-9726ENW.pdf http://www.comverse.com/success_stories.aspx?successStoryId=27 www.alcatellucent.com%2Fwps%2FDocumentStreamerServlet%3FLMSG_CABI NET%3DDocs_and_Resource_Ctr%26LMSG_CONTENT_FILE%3DCase_Studi es%252FTelefonica_EN_CaseStudy.pdf&ei=- xzkUOSQB4iGrAfuloDwAw&usg=AFQjCNH2geS7hXalSm0rapvqwyG73CkOcg& sig2=J2p7kj4ACFEASezEesxiqw&bvm=bv.1355534169,d.bmk http://www.fr.tibco.com/multimedia/ss-vodafone-hutchison-australia_tcm18- 12750.pdf http://www.tcs.com/SiteCollectionDocuments/White%20Papers/Telecom_Whitep aper_Service_order_management_07_2011.pdf http://alcatel-lucent.com/motive/management.html http://www.nokiasiemensnetworks.com/news-events/press-room/press- releases/bharti-airtel-implements-customer-experience-management-platform- cem http://www.lightreading.in/messages.asp?piddl_msgthreadid=240333&piddl_msgi d=349816#msg_349816 http://www.emeraldinsight.com/journals.htm?articleid=863728&show=html http://www.focus.com/questions/what-is-churn-management/ http://www.telecomsloyalty-events.com/ http://www.allround.net/images/stories/pdf/Allround_ChurnNew.pdf Symbiosis Institute of Telecom Management Page 61

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