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Developing Value Added Services (VAS)
and Product Roadmap for Telecoms Operators
By ALI Saghaeian
Chief Analyst & Consulta...
Objectives
• How is VAS products life cycle
• What are Product/Service
Development Steps
• Understanding VAS function in t...
Agenda
• Reference framework for VAS product and platform launch
• VAS customer value proposition (CVP) design
• Service M...
Reference framework for VAS product and platform launch
Saghaeian [at] gmail.com
VAS customer value proposition (CVP) design
Saghaeian [at] gmail.com
VAS value chain supported by 5 key capabilities for VAS delivery
Saghaeian [at] gmail.com
Service Management Life Cycle
Saghaeian [at] gmail.com
8
Voice
Broad-
band
Data
centers
Call
centers
Desktop
Appli-
cations
Business
processe
s
Basic
services
Value
added
servic...
9
Product/Service Development Steps
Preparation Implementation Running Pilot Lunching Product
Stage Procedures
Preparation...
10
Developing Products Based on Roadmap
 Achieving more customers in new markets as a leader company
 Using maximum abil...
11
Key steps in VAS product life-cycle
Marketing and VAS department activities in key steps of VAS
products life cycle
Pro...
12
Roles and responsibilities are defined with the RACI methodology
Responsible  Owns the project and task
 Will conduct...
13
Marketing and VAS department responsibilities matrix in key steps
of VAS product life-cycle
• Conduct VAS product ideat...
14
VAS function in the organization: high level overview
General
description
• The role of VAS function is to ensure that ...
15
A proposed organizational structure could be designed around
the major functional areas related to the provisioning of ...
16
B2B and B2C VAS activities are different by nature, hence they
need to be done by the respective units that have the ne...
17
A comprehensive classification on customer and products is
required, however, the effort to implement is huge
• Categor...
18
New voice tariffs (rebalancing) & VoIP services
Overview
 New tariffs by offering different voice packages, each packa...
19
Large
enterprises
SMEs
SOHO
Critical success factors
• ‘End to End’ capability to ensure connectivity and IT applicatio...
20
Product roadmap development
A three step framework is used to design the product roadmap
Telecom market analysis
1A
Ope...
21
We can categorize Operator existing products into four phases
Slow growth
Penetration: Low
Introduction Growth Maturity...
22
The development of product roadmap rests on five guiding principles
• “Fix the basics”
– Unify product offerings across...
23
Four-step approach to develop product roadmap for Operator
Idea
generation
Prioritization Categorization
Conduct
brain...
24
All new ideas will be evaluated based on “Efforts” and “Business
benefits” dimension
Efforts Business benefits
• Requir...
25
Ideas will be shortlisted for future development
Median = 1.2
Median = 1.2
Short-term
development
(Quick wins!)
Mid-lon...
26
5 years product roadmap aligns with Operator’s vision and our
guiding principles
Considerations
Strategic
Financial
201...
27
The Operator 5-year product roadmap
20182016 2017 2019 2020
Strategic
importance
Revenue
enhancement
(No major
CAPEX)
R...
Any Questions?
28
ALI Saghaeian | saghaeian@gmail.com
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Developing Value Added Services (VAS) and Product Roadmap for Telecoms Operators

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Please email me "saghaeian [at] gmail.com" for any research, consulting and training request on Developing Value Added Services (VAS) and Product Roadmap.

This presentation includes topics such as:
Reference framework for VAS product and platform launch
VAS customer value proposition (CVP) design
Service Management Life Cycle
VAS categorization for different business models
VAS function in the organization
Sample VAS Product Descriptions
The framework and Principles to design the product roadmap
Developing Product Ideas and shortlisting for future development
Template for Operator’s 5-year Product Roadmap

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Developing Value Added Services (VAS) and Product Roadmap for Telecoms Operators

  1. 1. Developing Value Added Services (VAS) and Product Roadmap for Telecoms Operators By ALI Saghaeian Chief Analyst & Consultant Telecoms, IT, and Media Saghaeian [at] gmail.com
  2. 2. Objectives • How is VAS products life cycle • What are Product/Service Development Steps • Understanding VAS function in the organization • Learning VAS customer value proposition • Developing the product roadmap • Defining the product description • Understanding go-to-market approaches • Reviewing a sample product description and a template for development • Brainstorming for Operator’s new product ideas, segmenting and scoring Exercise Saghaeian [at] gmail.com
  3. 3. Agenda • Reference framework for VAS product and platform launch • VAS customer value proposition (CVP) design • Service Management Life Cycle • VAS categorization for different business models • VAS function in the organization • Sample VAS Product Descriptions • The framework and Principles to design the product roadmap • Developing Product Ideas and shortlisting for future development • Template for Operator’s 5-year Product Roadmap Saghaeian [at] gmail.com
  4. 4. Reference framework for VAS product and platform launch Saghaeian [at] gmail.com
  5. 5. VAS customer value proposition (CVP) design Saghaeian [at] gmail.com
  6. 6. VAS value chain supported by 5 key capabilities for VAS delivery Saghaeian [at] gmail.com
  7. 7. Service Management Life Cycle Saghaeian [at] gmail.com
  8. 8. 8 Voice Broad- band Data centers Call centers Desktop Appli- cations Business processe s Basic services Value added services Out- sourcing • VoIP • Voice VAS • Voice mail • Voice VPN • Voice consulting design & integration Out- tasking • Managed voice (e.g. Centrex) • Hosted PBX • Outsourced voice • Internet gaming • Video on demand • Access managemen t • Managed content delivery • Outsourced broadband access Security • Security maintenance • Security VAS (e.g. Authorized access) • Security HW/SW sourcing • Security consulting • Enterprise security policy development • Managed security solutions (e.g. firewall) • Security management • Security outsourcing • Hosting and storage management • Data Centre and Web development and solutions • Data centre/ hosting consulting, design and integration • Data Centre management • Data Centre outsourcing • Basic VAS services (e.g. IVR, CTI) • HW/SW maintenance • Call Centre VAS • Remote monitoring • Call centre consulting, design & integration • Call Centre infrastructur e and IVR systems managemen t • Live help (Call Centre) outsourcing Data connection • Basic data connection service (i.e. Leased lines) • Data connection monitoring • Data SLAs • IP VPN • WAN/LAN consulting, design & integration • Managed IP VPN • Cloud services • (e.g. IaaS) • HW/SW maintenance • SW upgrade • Desktop consulting design & integration • PC/server managemen t • CPE leasing and managemen t • Desktop outsourcing • Application management and maintenance • Unified communicatio ns • Collaboration applications (messaging, e- learning) • Customized IT solutions • IT professional services • Cloud services • Application on demand (e.g. SaaS) • Basic applications managemen t • IT maintenance • Customized business solutions • Business processes optimization (BPO) • IT department outsourcing VAS Communication services Connectivity services IT services Managedservices • Basic voice product and service management Basic services Telecom ICT VAS can be categorized into 4 groups, each with a different business model requiring different capabilities from Operator Saghaeian [at] gmail.com
  9. 9. 9 Product/Service Development Steps Preparation Implementation Running Pilot Lunching Product Stage Procedures Preparation Research, Documentation, Taking Commercial Department & Board Approvals Implementation Consulting and managing all the procedures through Network, IT, Regulatory & any other necessary departments or 3rd parties for implementation Running Pilot Managing and monitoring Pilot processes, delivering necessary data to pricing for finalized tariffs Lunching Product Managing and Monitoring Products Saghaeian [at] gmail.com
  10. 10. 10 Developing Products Based on Roadmap  Achieving more customers in new markets as a leader company  Using maximum ability of Operator’s telecom infrastructures  Increasing more revenue and profit Project Benefits  Moving toward new technologies & Services  Making new ways for gaining revenue  Respond to Market’s need Project Context Strategic focus area (from main focus areas ) Contributing KPIs Objectives : Adding new products based on market’s need in order to attract more Customers for buying and using Operator’s products which gains more revenue for the Company Operator’s BUs involved Departments , 3rd Parties Estimated Budget Saghaeian [at] gmail.com
  11. 11. 11 Key steps in VAS product life-cycle Marketing and VAS department activities in key steps of VAS products life cycle Product ideation • Share ideas based on platform capability Product business case Prototype Acceptance/Business model Roll-out Monetization Retirement of product VAS Department Activities Marketing Department Activities • Share ideas on what market wants • Develop business case for products finalized on ideation • Support business case development • Support prototyping in case required • Prototype with the help of vendors or internal • Conduct acceptance testing and create business model of VAS • Support acceptance testing and business model development • Validate roll-out• Negotiate contract and roll-out as per business model • Monetize products as per the business case and provide feedback • Support monetization if required • Commercially retire the product and initiate technical retirement • Retire the product technically Saghaeian [at] gmail.com
  12. 12. 12 Roles and responsibilities are defined with the RACI methodology Responsible  Owns the project and task  Will conduct work and coordinate task  As to whom “R” is accountable  Who must approve on work before it is effective?  Overall responsibility for the task  Has information/ capability necessary to complete work  Provides input to help perform the task  Must be notified of the activity or results but not consulted The RACI methodology determines, for key processes, who is… Accountable Consulted Informed Saghaeian [at] gmail.com
  13. 13. 13 Marketing and VAS department responsibilities matrix in key steps of VAS product life-cycle • Conduct VAS product ideation and finalize the products for business case creation • Develop VAS product business case • Develop VAS prototype based business case • Conduct acceptance testing of VAS prototype • Develop business model for VAS prototype • Negotiate contract with vendor • Roll-out the VAS prototype as per business model • Monetize the VAS product (4Ps) • Maintain the VAS product • Provide feedback on product refinement • Refine product based on feedback • Commercially retire of the product • Technically retire the product Marketing department A/R A/R C VAS department R C A/R A/R C A/R C A/R A/R C C A/R A/R I C A/R Key steps of VAS product life cycle A/R I I A/R C A/R Saghaeian [at] gmail.com
  14. 14. 14 VAS function in the organization: high level overview General description • The role of VAS function is to ensure that the B2B relationships in the VAS ecosystem are addressed properly • The function will streamline primarily the efforts related to content sourcing, VAS product engineering and VAS platform management in the different service categories (communication and entertainment) • The function will also support the organization commercial units in the marketing and sales of VAS to end customers Current status of department • Where is a VAS unit/department positioned in the organization? • How much specialization of the VAS unit alongside the major service categories (i.e. communication and entertainment)? • Are content sourcing and management of relationships with content providers is addressed? • Any solid platform to support the commercial units in the development of attractive VAS propositions? Objectives / Key considerations • The objective of VAS function is to address the B2B relationships of the VAS ecosystem focusing on: − Building network/IT delivery capabilities needed for VAS (i.e. IN platform, content management platforms, VAS billing, etc.) − Effective management of relationship with providers of VAS content, applications and services − Creation and development of large database of content for each VAS category to address adequately the market demand and customer needs Saghaeian [at] gmail.com
  15. 15. 15 A proposed organizational structure could be designed around the major functional areas related to the provisioning of VAS Head of VAS Content and applications management • Content sourcing from external providers related to communication and entertainment VAS • Regular content update and retirement (i.e. Upload and removal from VAS servers) • Adaptation of content for the different delivery channels and CPEs (i.e. TV, PC, Tablet, Smartphone) • Applications delivery and management VAS platforms management Product engineering and concept testing • Vendor relationship management • VAS platforms management (i.e. Licenses, functionality upgrade, etc.) • Integration of VAS platforms with the network and IT infrastructure • Product engineering based on the product design made by marketing, i.e. VAS delivery capabilities • Concept testing of new VAS products and services (technical) • UAT and end-to-end field tests (i.e. from VAS platform to network to CPE) Saghaeian [at] gmail.com
  16. 16. 16 B2B and B2C VAS activities are different by nature, hence they need to be done by the respective units that have the necessary organizational capabilities, knowledge and competences • Relationships management with vendors of VAS platforms and IT infrastructure (i.e. IN platform, content management platform, etc.) • Management of contractual relationships with external providers of content and VAS applications • User acceptability testing (UAT) of content delivery, VAS applications and ICT services • Technical delivery of content and VAS applications to provinces • Marketing of VAS, i.e. elaboration of service offerings and customer propositions around the 4Ps (product, price, promotion, place) • Relationships with regulatory bodies regarding VAS (i.e. approval of prices) • Final approval of business model and commercial conditions related to delivery of VAS content, services and applications by external partners • Sales of VAS on retail basis to end users (e.g. business and residential) B2B activities B2C activities VAS function commercial function Saghaeian [at] gmail.com
  17. 17. 17 A comprehensive classification on customer and products is required, however, the effort to implement is huge • Categorization of customer based on : – Customer Type ( Residential, Business, Wholesale) – Main company ( Mother company) – Branch company (under mother company) – Province & City • Categorization of products base on: – Product Type (Mobile Broadband, Messaging, VAS, Managed Service, Voice) – Product Name – Province & City • This categorization should enable functions to generate flexible reports, for example: – Revenue by Product – Revenue by Customer type – Revenue by Customer name – Revenue by Province – Product by Customer – …. High level requirements on customer and product identification Saghaeian [at] gmail.com
  18. 18. 18 New voice tariffs (rebalancing) & VoIP services Overview  New tariffs by offering different voice packages, each package is targeting the customer with different usage behavior, subscription fee is obligatory for the package, which is including the free limited minutes usage  Besides new tariffs, VOIP package is providing for inter-city and international long distance call, and each package is targeting the customer with different long distance usage behavior. Benefits to Customers  Value for money, cheaper price for higher usage Target Segments  Residential customer  SOHO  SME  Large Enterprise Key Features  Unified voice price through all provinces  Optional voice package including different voice usage  Optional VoIP voice package for inter-city and international long distance through pre-dial number Value lever Strategic importance Revenue enhancement (w/o CAPEX) Revenue enhancement (w/ CAPEX) Benefits to Operator  Improve offering value proposition  Revenue of XXX (To be determined) Saghaeian [at] gmail.com
  19. 19. 19 Large enterprises SMEs SOHO Critical success factors • ‘End to End’ capability to ensure connectivity and IT applications working seamlessly • Customised solution offering, built on the specific needs of the customer with low ‘Time To Market’ • Quality and reliability of the solutions offered (not solely cost advantage) - important to incentivise clients to adopt multi year support contracts - vital to gain confidence of clients, wary of provider switching costs • Offering of standard (e.g. internet security packages and PC Backup) or semi-customised solutions (e.g. vertical solutions) with a focus on cost containment and ease of use • Ability to access sophisticated solutions (accounting, CRM etc) at lower cost of entry, e.g. flexible pay-per-use (utility computer) and shared infrastructures (to minimise investments in IT) • Service offering that simplifies processes for SMEs (e.g. payroll), minimising operating “headaches” • Simplicity of offering, ease of use • Pricing • Complex and competitive market • Customisation requiring sophisticated skills / dedicated divisions • Requires solution standardisation and capability to sell / distribute locally • Can be addressed through partnerships A successful integrated ICT proposition requires a differentiated offering, customised according to the specific needs of the client Saghaeian [at] gmail.com
  20. 20. 20 Product roadmap development A three step framework is used to design the product roadmap Telecom market analysis 1A Operator positioning 1B Existing product portfolio assessment 1C • Analyze the telecom market development • Conduct regulatory analysis • Analyze Operator market proposition • Generate insights from Operator strategy and segmentation analysis on offerings • Conduct competition analysis for both residential and business market • Identify existing offerings • Analyze existing products’ performance • Conduct benchmarking • Identify Operator gap against industry best practice 2 • Conduct brainstorm session • Develop design principles • Conduct brainstorming • Feasibility study • Product business case analysis • Prioritize the products • Create new product roadmap Product profiling and go-to- market approach 3 • Develop the product description • Develop the product implementation work plan • Develop product go-to-market approach Fact-base analysis Saghaeian [at] gmail.com
  21. 21. 21 We can categorize Operator existing products into four phases Slow growth Penetration: Low Introduction Growth Maturity Decline Bubble size denotes revenue Revenuegrowth Low High High growth Penetration: Middle Flat or limited growth Penetration: High Negative growth Penetration: From high to low • Product entry the market, • Customer start to attempt the product • Product confirm by the market • Number of subscriberaccelerativ e growth • Product accept widespread by the market • Growth rate slowing down • Targeted market saturated • Start to replace by substitute Source: Product Life Cycle Theory Penetration Saghaeian [at] gmail.com
  22. 22. 22 The development of product roadmap rests on five guiding principles • “Fix the basics” – Unify product offerings across provinces – Elaborate product definitions for all existing products to have common understanding at Operator level – Identify key products and roll-out nation-wide • Protect the revenue base and focus on fast growing markets – Defend fix voice revenue – Focus on the fast growing broadband market • Diversify the product portfolio and expand “horizontally” and “vertically” following the demand potential – Benchmark shows that all operators expand beyond traditional communication services – Enhance competiveness and value proposition to markets, especially Business segment • Introduce the key “enablers” for major products • Balance the portfolio considering the “Quick-win” initiatives and CAPEX intensive developments – Ensure impact within 12 months via Quick with initiatives based on existing technologies / network – Ensure sustainable revenue growth in the long term via improving product delivery capabilities with new CAPEX 1 2 3 4 5 Saghaeian [at] gmail.com
  23. 23. 23 Four-step approach to develop product roadmap for Operator Idea generation Prioritization Categorization Conduct brainstorming workshop to generate ideas Collect inputs from strategy project Separate ideas into product vs non-product categories Conduct financial feasibility study 1 2 3 4 Product roadmap No. of Ideas /Products Total ideas Shortlisted ideas Final products Developed 5-year product roadmap Defined high level overall product roadmap schedule Evaluate ideas based on “Effect” and “Benefit” matrix TBD Recommendations from strategy Brainstorming workshop Saghaeian [at] gmail.com
  24. 24. 24 All new ideas will be evaluated based on “Efforts” and “Business benefits” dimension Efforts Business benefits • Requirement for new IT systems, network upgrades, facilities, etc. • Need to employ external vendor • Timeline for implementation • Know-how • Human resources (i.e. number of people) needed for the respective development • Organizational capabilities • Approximate cost estimation • Expected amount of additional (incremental) generated revenues • Reduction of churn • Reduction of operational cost • Increase of EBITDA • Incremental increase of customer acquisitions, respectively increase of customer base • Incremental increase of usage and MOU • Gain of sustainable competitive advantage (SCA) over major competitors • Improvement of corporate image • Increase of customer satisfaction which translates into increased customer loyalty Saghaeian [at] gmail.com
  25. 25. 25 Ideas will be shortlisted for future development Median = 1.2 Median = 1.2 Short-term development (Quick wins!) Mid-long term development 0.0 0.5 1.0 1.5 2.0 2.5 0.0 0.5 1.0 1.5 2.0 Business benefits Efforts 0- Low, 1-Middle, 2-High Fail to pass screening Saghaeian [at] gmail.com
  26. 26. 26 5 years product roadmap aligns with Operator’s vision and our guiding principles Considerations Strategic Financial 2016 2017 … 2020 Strategic importance Revenue enhancement (No major CAPEX) Revenue enhancement (Major CAPEX). E.g., ICT, convergence Quick win Mid-long term Market development 1. Fix the basic 5. Balanced portfolio – Quick Win 1. Fix the basic 2. Protect revenue 3. Diversify 4. Enablers 3. Diversify 5. Balanced portfolio - CAPEX Saghaeian [at] gmail.com
  27. 27. 27 The Operator 5-year product roadmap 20182016 2017 2019 2020 Strategic importance Revenue enhancement (No major CAPEX) Revenue enhancement (with CAPEX) ICT and convergence services provider Short Term Mid Term Long Term Saghaeian [at] gmail.com
  28. 28. Any Questions? 28 ALI Saghaeian | saghaeian@gmail.com

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