Telecom Order Management Solution Research Project

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 OF

MASTER 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)

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

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ACKNOWLEDGEMENT

“All I'm armed with is research.”

-- Mike Wallace

The 10 month research project as a part of curriculum at SITM lays a strong foundation
for aspiring managers like us not only by imparting quality, world class education but
also giving us an opportunity to get appropriate and worldwide exposure before we take
the actual step in.

We would like to express our gratitude to all those who gave us the knowledge and all
required support to complete this report.

We are deeply indebted to our mentor Dr. Tripti Dhote whose help, stimulating
suggestions, knowledge, experience and encouragement helped us in all the times of
study 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 extensive
knowledge and expertise to equip us with the knowledge and skills to take on the
research.

We would also like to thank Corporate Executives of Infosys, IBM, Amdocs and Tech
Mahindra, without whose valuable inputs this report was almost impossible.

03.01.2013


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ABSTRACT

The telecom sector is the ‘sunrise industry’ for India and faces intense competition due

to existence of many players. As we know ‘Customer is the King’ and there is hyper

competition between the CSP to serve this King. It’s high time for CSPs to differentiate

themselves and stop competing in terms of price and moves on to provide better quality

of service and enhanced customer experience.

In this project we are looking at the best practices that are being adopted and followed

by TOMS provider to develop Telecom order management solution. We are also

recommending a business framework that Telco’s should adopt while developing and

implementing 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 and

expenditure.


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Contents

Title of the Project ........................................................................................................... 9
Objectives ..................................................................................................................... 10
Executive Summary ...................................................................................................... 11
Chapter- 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 .......................................................................................... 30
Chapter-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: .................................................................................................. 37
Chapter-3: Limitation of the Research ........................................................................... 39
Chapter-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
4.4 Which process of TOMS are major contributing factor which can hamper CEM? 46


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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
4.6 .After implementation of TOMS for a telco, what have been the changes in the
following parameters?................................................................................................ 48
4.7 What are the challenges faced by TOMS providers? .......................................... 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
Chapter -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


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List of Figures
Figure 1 : Layers of CE ................................................................................................. 18
Figure 2: Frost & Sullivan Research .............................................................................. 20
Figure 3: Infosys TOMS framework ............................................................................... 22
Figure 4: Order Fallout Management Views .................................................................. 23
Figure -5: Order Management Processes ..................................................................... 27
Figure -6: Frost & Sullivan Research 2009.................................................................... 27
Figure -7: Order Management Flow .............................................................................. 28
Figure 10: Dimension along which CE is to be measured ............................................. 55
Figure 11: TOMS 3 phase implementation Framework ................................................. 56
Figure 12: Value analysis example a gift from business centric to customer centric
approach ....................................................................................................................... 57
Figure 13: Steps in Value Analysis ................................................................................ 58
Figure 14: Steps in Realization ..................................................................................... 59
Figure 15: Example of business process analysis ......................................................... 60

List of Tables
Table 1: Capabilities provided by TOMS provider ......................................................... 43
Table 2: KPIs considered for TOMS .............................................................................. 44
Table 3: Standardizations followed while Designing TOMS .......................................... 45
Table 4: Processes in TOMS which hamper CE ........................................................... 46
Table 5: How TOMS coping-up with technology advancements ................................... 47
Table 6: Improvements observed at Telco side ............................................................. 48
Table 7: Challenges faced by TOMS provider ............................................................... 49
Table 8: Clients ............................................................................................................. 50
Table 9: CRM pre-integration ........................................................................................ 50


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Nomenclature & Abbreviations

3G Third-generation wireless cellular standard
4G Fourth-generation wireless cellular standard
ARPU Average revenue per user
B2B Business to Business
CE Customer experience/Consumer experience
CEM Customer Experience Management
CRM Customer Relationship Management
CSP Communication Service Provider
CXM Customer Experience Improvement
eTOM Enhanced Telecom Operations Map
IT Information Technology
KPI Key performance indicator
NGOSS New Generation operating system and software
OM Order Management
SID Shared Information Data
SOA Service Oriented Architecture
TAM Telecom Applications Map
TechM Tech Mahindra
TOMS Telecom Order Management Solution
TRAI Telecom Regulatory Authority of India


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Title of the Project

“Enhancing Customer Experience to address Business imperatives through
efficient Telecom Order Management Solutions”


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Objectives

The 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


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Executive Summary

The basic objective of this research was to understand and evaluate best practices in
Customer Experience governance using TOMS and building a business case for Telco’s
and 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.
Basically a market research was done with leading TOMS provider and analysis was
done to understand the best practices in TOMS to provide enhanced customer
experience. Based upon the research done and after identifying the best practices we
were 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 in
TOMS; processes important to TOMS provider which hampers the CE the most in
TOMS; challenges faced by the TOMS with evolving technology, reducing product life
cycle; KPIs used by TOMS provider to evaluate CE; how is TOMS helping Telco’s to
provide customers with enhanced CE; standard TOMS provider follow while developing
TOMS.
Finally the research is concluded with a framework which can be used by Telco’s to
provide Enhanced CE to address various business imperatives like increasing
commoditization, decreasing ARPU, decreasing market share, etc. This could be done
with efficient TOMS.


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Chapter- 1:

INTRODUCTION


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1.1 Relevance and justification:

1.1.1 Telecom Order management Solutions a CSP perspective:

Communications service providers around the world are migrating from a
product- centric approach towards a more customer-centric approach. They are
beginning to focus on using what they know about the customer to present products and
services that are not only highly relevant to the individual customer, but also timely in
nature. Tomorrow's market winners will be able to deliver an experience that is cross-
channel by design, allowing customers to shop or buy seamlessly and consistently
across multiple channels. The success of a company in delivering a customer-centric,
cross-channel experience depends on their ability to align their business processes
across multiple internal operational silos, and collaborate with multiple enterprises, from
content providers to supply chain partners to selling partners.

End-to-end order management (OM) systems are important investments because of the
impact of ordering on a company's 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 and
external fulfillment points, OM sits at the heart of service providers' transition to
customer-centricity.OM solutions must go beyond the current technical or functional
approach, and support a customer-centric approach

As ordering systems have evolved from dealing with single products to multiple,
converged products, the focus has been first on operations. But as competition
becomes increasingly intense, operational efficiency is no longer sufficient. To excel in a
world of competitive choices, service providers need to foster deep customer
relationships, and that means a different type of ordering process that regardless of
customer 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 provider
knows in order to recommend the right products to the customer. Only then can it
provide complete and transparent visibility to the customer regarding the status of the
delivery of that order.

Communications service providers' OM systems are based on three fundamental
building blocks:
i. Sales OM,
ii. Service fulfillment OM and
iii. B2B collaboration OM.


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In order for vendors to be able to provide end-to-end OM systems, it is critical for their
solutions to successfully bridge the gap among the three building blocks.

i. Sales OM solutions coordinate all processes associated with securing the
customer's 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 world's
largest telecom providers are unbilled because of inefficient or misaligned processes.
Despite significant investments in new and upgraded solutions, order-to-cash processes
remain inefficient. In a hyper-competitive communications market, service providers'
business 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.


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 to
fragmented 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


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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 OMS

From a technology standpoint, next-gen end-to-end OM solutions should be able to
tailor cross-sell and up-sell offers to each customer, perform multi-channel quote and
capture, be proficient in dealing with complex order fulfillment process and build on a
core communications foundation framework. Centralized product catalog encompasses
product 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 handled
effectively by next-gen, BPM-based OM solutions. It helps orders to maintain
conformance with their dependencies and exception rules, which helps minimize
provisioning errors and eliminate inconsistencies. OM systems should have the
capability to build a knowledge base of common exceptions and create auto resolution
mechanisms that quickly resolve exceptions without customer impact. Proactive order
monitoring and auto-resolve capabilities help service providers
increase efficiency and reduce support costs. Service providers already have existing
legacy 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


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 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 balancing

1.1.4 CEM:

The TM Forum defines customer experience or consumer experience as, “The result of
the 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 Experience
Management (CEM) has, over the last 6-8 years, become a major talking point in the
Telecom 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 in
Telecom from both the Communication Service Provider (CSP) and vendor
communities is, however, far from being homogeneous.

For some, CEM is a software/ technology-based solution; for others, it is a business
concept that is more about an organizational transformation process; for others it is a
re-invigoration (or, an extension) of CRM; and, for others, it is a passing vendor-driven
fad 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


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meant 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 to
corporate, CSPs are looking to apply CEM to both operational (process) oriented issues
to seek efficiency gains and to revenue oriented opportunities, including ARPU
maximization and cross/up-selling of multiple services. In the mid/ long term, CSPs are
looking to tackle more strategic challenges and opportunities.

CEM is typically aligned to highly strategic objectives, including Churn Reduction and
Quality (of service) Improvement. This provides strong indications that most CSPs aim
to drive revenue through CEM. This expectation aligns with the belief that CEM is
integral to the long term survival of CSPs. Nonetheless, CSPs are also focused on the
fact 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 an
individual CSP has amassed sufficient experience to reap the benefits of efficiency. Yet,
when outlining short and mid/ longer term development plans for CEM, most CSPs
focus the short term on process improvement and other operational aspects. This may
give an insight into a perceived time lag between effort and payback. CSPs will require
support to gain this experience; the starting point will be in determining how to best
leverage the full capabilities available through existing CEM implementations from other
organizations. CEM’s barriers (in relation to adoption, implementation and rollout – as
well as benefit realization) are related to the classic functional silos that CSPs are
structured in relation to. There are often competing objectives and misaligned measures
of performance between different departments, which creates friction. Organizationally,
this issue manifests itself horizontally and vertically (i.e. between departments and from
Executive to Operational leadership). This is a major development area and one in
which CSPs can work alongside vendors that have strong consulting capabilities to
capitalize on best practices – even from other industries where CEM has been
deployed. Despite the challenges and – as noted before – CEM initiatives have
flourished. These initiatives tend to be set up through the backing of a clear business
plan, business case and roadmap, with associated milestones and KPIs. Many of these
dedicated CEM initiatives are still in their infancy, to be found in the first 3 stages of
development:
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 the
impact 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 hampers
customer experience are as follows:


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Figure 2: Frost & Sullivan Research

1.1.5 LEVERAGE ORDER MANAGEMENT TO IMPROVE THE CUSTOMER

EXPERIENCE:

Communications Service Providers (CSPs) must fulfill orders on time and provide
efficient and cost-effective customer service. In addition, they need robust order
handling systems to ensure competitiveness. Infosys’ experts propose an integrated
approach to help CSPs address the challenges of order fallout management. A
structured methodology to resolve fallout issues reduces customer churn, enhances
satisfaction and improves the customer experience.

Customer satisfaction is increasingly contingent upon the customer experience at each
interaction, and a pivotal point is the ordering process. Companies that strive to deliver
a 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 order
management software can not only eliminate negative experiences, but also enable
your organization to successfully use the favorable customer experience as a
differentiator in a crowded and competitive marketplace.

Customer experience is important, especially in tough times. The world economy is
showing early signs of recovery, but businesses remain cautious given the continued
uncertainty in the timing and speed of the recovery. The past few quarters have been
extremely tough on companies across industries as revenues fell sharply, leading to


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intense competition for every customer. The challenges companies faced in retaining
every customer have served as a reminder of the importance of the customer
experience, especially in a recession. With significant cuts in R & D outlays and
competitors willing to outdo each other in price and cost cuts, there is an opportunity for
companies to differentiate on customer experience.
Delivering a superior customer experience in a downturn is also important to build the
mind share that can lead to accelerated growth in the upturn. The ordering process is
crucial to improve the customer experience, but is often ignored. Many companies
attempting to offer a superior customer experience tend to focus on marketing and sales
activities leading up to the purchase and on service activities after the purchase.
Improving the ordering process to deliver a perfect order can support the marketing
message and eliminate unnecessary order inquiries and service requests, resulting in
significantly improved customer experience.


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1.2 LITERATURE REVIEW

Solutions and research for Order Management for telecom companies and its relevance
in 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 of
services. An efficient order fallout management system ensures that order failures are
detected and corrected early for prompt provisioning of customer service. Order fallout
occurs due to non-scalable systems, incomplete processes or inconsistent data.
Fallouts result in customer churn, degradation of service offerings and a diminished
customer experience. Order fallout management is a complex system involving multiple
components.
A typical framework for Order Fallout Management System can be shown as follows:

Figure 3: Infosys TOMS framework
Infosys has proposed an integrated approach to improve the order fallout process.
Different views are applied to address the issues in order fallout management since


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stakeholders have diverse perspectives to resolve fallout issues. For instance, the
senior management may focus on increased cash flow at minimal cost while Customer
Service Representatives (CSRs) need a reliable system to provide efficient customer
service, irrespective of cost. A consolidated view enables CSPs to develop effective
solutions for issues related to order fallout.
Five perspectives/ views were proposed that must be considered before implementing a
new 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


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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 scenarios
ii. 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 stakeholders
iii. 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.


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Implementation 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 next
release. Tools help detect, diagnose and resolve system, application and data issues
promptly.
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 through
rate by 6% and increase average on-time delivery by 2%.
A study conducted by Frost and Sullivan on Customer Experience Management found
that the primary drivers for CEM adoption today relate to:

 Churn reduction
 Quality (of service)Improvement


Efficient TOMS

Other 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 corporate
profitability through its potential impact on both key levers, Revenue and Cost, they will
typically 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 objectives
like Churn Reduction would certainly also affect costs, CSPs think this second type of
benefit is most likely to be realized in the middle to long term. This view is based on the
notion that operational effectiveness – through CEM’s impact on processes – can only
be gained through experience and today, as stated earlier in this paper, CEM initiatives
are still in their early stages of development. Other important drivers for CEM adoption
are linked to issues such as competitive differentiation, which are largely seen as being
motivated by increasingly saturated and competitive markets, where price, coverage
and standard quality (will)no longer suffice. The next stage of competitive evolution, say
CSPs, relates to the ability to understand customers at a micro-segment (extended to
the individual) level. This level of insight would enable CSPs to both target customers
with completely customized offers and enable them to manage their relationships
through a detailed understanding of personal needs, preferences and expectations.
The key areas that are in-focus for CEM programs today are front- end, related directly
to the customer, including

 Customer activation
 Customer behavior
 Customer interaction
 Customer retention
 Customer Service initiatives
 Improved monitoring
 Network fault management
 Service provisioning
These areas clearly relate to the drivers for adoption (i.e. the objectives for having a
CEM initiative): churn reduction and quality (of service) improvement
Order management process in telecom industry is comprised of a number of sub-
processes. The best available documentation of these processes is provided in
Enhanced Telecom Operations Map (eTOM). Although processes related to order
management are well dispersed in the eTOM framework, yet fulfillment under
operations covers almost ninety percent of order management processes. Following is
an overview of critical order management processes’ mapping with respect to Enhanced
Telecom Operations Map (eTOM) framework:


Efficient TOMS

Figure -5: Order Management Processes

Figure -6: Frost & Sullivan Research 2009


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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
Order

Market Product
& Customer Customer Interface Management
Clarification Order Order
Sales Completition
Request Clarification Response Proposal Confirmed
Notification
Request Offered Feasibility Request
Order Handling
Selling Feasibility Assesment

Service Service
Order Processing Requested Design Order
Solution Initiated
Design
Response Service
Solution
Request Activated

Service Configuration & Activation

Resource Work
Resource Reservation Resource
Order Activation
Requested Resource Initiated Resource
Requested
Reservation Provisioning Resource
Confirmed Completed Activated

Resource Provisioning

Supplier/Partner

Figure -7: Order Management Flow


Efficient TOMS

1.3 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


Efficient TOMS

1.3.2 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 CPE

1.3.3 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


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.


Efficient TOMS


Efficient TOMS

Chapter-2: Research
Methodology


Efficient TOMS

2.1 Data Source:

In this project the data used was both primary data as well as secondary data and
conclusions & recommendations to the problem statement were made using the same
data.
Primary data: primary data was collected from four corporate people from 4 TOMS
provider: Infosys, IBM, Amdocs, TechM. A common questionnaire was made consisting
of open-ended questions for each of the stated entity and data was collected
Secondary Data: Secondary data was used for qualitative research for formulating the
questionnaire 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


Efficient TOMS

2.2 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


Efficient TOMS

2.3 Research Instrument:

Questionnaire was used as research instrument. Questionnaire were prepared by
qualitative research

2.3.1 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. from
2G,3G to 4G in terms of TOMS?
Q.6: After implementation of TOMS for a telco, what have been the changes in the
following parameters?
Q.7: What are the challenges faced by TOMS providers?
Q.8: Name few of your clients
Q.9: Whether CRM is pre-integrated/in-built with your TOMS?If yes,then which CRM?


Efficient TOMS

2.4 Sampling Plan:

Target population: All TOMS provider
Sample Size: 4 TOMS provider:
Infosys , IBM, Tech Mahindra, Amdocs
Sampling Technique: middle management level executives were selected, 1 each from
the above 4 TOMS provider

2.5 Contact Method:

Personal Methods were employed in order to collect data from them. A appointment
was set and interview were carried out in person and through telephone


Efficient TOMS


Efficient TOMS

Chapter-3: Limitation of
the Research


Efficient TOMS

Every research work is bound to be effected by certain limitation and this one is not

an exception. The information and data received from the respondents depends upon

their understanding and knowledge. If the data and information collected is not accurate

or true then it can affect the analysis and results. In that case the interpreted results can

differ from actual result and condition. Besides of this there are other factors also that

may 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


Efficient TOMS


Efficient TOMS

Chapter-4: Analysis and

Findings


Efficient TOMS

4.1 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 optimal
Ordering T2M • Centralized Product operational efficiency
• Single Click • Order Visibility and Services Catalog • Scalable architecture to
Enablement • Ability to provide • Preconfigured support future
contextual service provider- transformations
promotions specific Best • Component level
Practices customization needs
Table 1: Capabilities provided by TOMS provider
Finding & Inferences:

It was observed that from the analysis that most of the TOMS provider were offering
the capabilities which were concentrated on the following:
• Faster Time to Market
• Efficient Service Delivery and Fulfillment
• Scalable Architecture for providing bundled services


Efficient TOMS

4.2. What KPIs are considered while designing TOMS?

• Potential Service • Volume of orders • Accuracy of • Customer
Disruptions processed per Order Fulfillment Satisfaction Index
• Estimated Time month • Effective Time for • Delivery of
for restoration of • Order Distribution resolution of Service on-time
service by state for the trouble tickets • Fault Resolution
• Estimated Time current month • Time for within stipulated
to complete a new • Average Duration provisioning of a SLAs
service installation for Order Handling service
for the day

Table 2: KPIs considered for TOMS
Findings and Inferences:

From the survey it was analyzed and concluded that most commonly used KPIs for
designing TOMS by TOMS provider are as follows:
• Service Provisioning and Activation Time
•Mean Time to Resolution


Efficient TOMS

4.3 Which standardizations does your TOMS adhere to?

• NGOSS • NGOSS • NGOSS • NGOSS
• eTOM • eTOM • eTOM • eTOM
• SOA • SOA • SOA • SOA
• TAM • TAM
• SID • SID

Table 3: Standardizations followed while Designing TOMS

From the survey it was analyzed and concluded that most commonly used Industry
standards that TOMS provider refer to for designing TOMS are as follows:
• NGOSS
• eTOM
• SOA


Efficient TOMS

4.4 Which process of TOMS are major contributing factor which can hamper

CEM?

• Order Fallout • Order Errors and • Order Errors and • Order Errors and
• Delayed Fallout Fallout Fallout
Provisioning • 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 CE

From the survey it was observed that most common process that hamper customer
experience are:
• Order Errors and Fallout
• Customer Response Management
• Improper Billing


Efficient TOMS

4.5 How is your organization coping up with the rapidly changing technology i.e.

from 2G,3G to 4G in terms of TOMS?

SOA Compliance IBM's SDPE helps Amdocs Service End-to-End System
makes our product to manage the Management Suite Integration and
agile and scalable catalog of products -Single Platform to Implementation of
which makes the and add the manage the entire Orcale based
up-gradation easier products efficienly service portfolio B/OSS
lifecycle

Table 5: How TOMS coping-up with technology advancements

From the survey it was analyzed that most TOMS provider use following procedure and
standard to overcome the challenge of rapidly changing technology:

 SOA Compliance

 end-to-end integration


Efficient TOMS

4.6 .After implementation of TOMS for a telco, what have been the changes in the

following parameters?

i) On-Time Service Delivery

ii) Revenue Leakage

iii) Cost Reduction

iv) Order Fall Out Rate Reduction

i)On-Time Service i)On-Time Service The facts were not The facts were not
Delivery:71% over Delivery:45-60% closed closed
6 months ii) Revenue
iii)Cost Leakage: Reduced
Reduction: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 side

From the analysis it was observed that CSPs were looking at following parameters and
so TOMS provider had provided for same by providing corresponding capability
The most important parameters considered are:

Cost Reduction and Revenue Leakage reduction


Efficient TOMS

4.7 What are the challenges faced by TOMS providers?

• Getting CSP to • CSPs expect the •Dealing with the •Localization of
operate outside changes to be conflicting agendas of services
traditional silos implemented the CIO, CTO, CFO, • Bundling/unbundling
• Being able to instantaneously etc. of services is complex
customize for each • Fundamentally • Hype about CEM to implement and
CSP lacking a long term means CSPs expect manage
• Enabling CSPs to view that is broken immediate results, • Frequent new
benefit fully from down into bite-size which are not always product, services and
CEM 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 provider

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


Efficient TOMS

4.8. Name few of your clients

• British Telecom • Airtel • Vodafone • BritishTelecom
• Idea • DataCom • Zain
• Nawras Telecom

Table 8: Clients
4.9 Whether CRM is pre-integrated/in-built with your TOMS?If yes,then which

CRM?

Yes; Siebel CRM No Yes;In-house Yes;Oracle
Table 9: CRM pre-integration

For efficient performance and to reduce the complexity of managing diverse systems,
CRM and TOMS are integrated in most of the cases.


Efficient TOMS


Efficient TOMS

Chapter -5:

Recommendations


Efficient TOMS

Framework for developing TOMS to enhance Customer Experience for CSPs:

5.1 CE Framework

For Developing a TOMS to enhance customer experience we need to understand how
CE 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 framework

5.1.1 Defining CE:

To generate the largest impact, customer experience improvement should be an
enterprise-wide initiative closely aligned to a service provider’s business goals. For
instance, the customer experience objectives of a low cost basic services operator are
likely to be very different from those of a multi-service operator. Many CSPs struggle
with developing a common organization-wide definition of customer experience, which
is the first step towards undertaking a customer experience improvement program. In
the absence of an organization-wide definition of customer experience, different
departments in a telecom organization, such as marketing, network and customer
service, often create their own definitions based on a blinkered view of organizational


Efficient TOMS

goals. This leads to a lopsided treatment of customer experience improvement
initiatives. As a result, initiatives that require significant investments but do not deliver
meaningful customer experience improvements are often prioritized over others that are
more impactful.
5.1.2 Measuring CE:

Traditionally, customer experience has been measured by touchpoint surveys, single
metric approaches such as NPS, or surveys commissioned by 3rd party market
research firms such as JD Power and Nielsen. While these approaches provide broad
directional feedback, they do not account for other feedback sources such as behavioral
data about consumers or information scattered in the online world including social
networks, Twitter, and blogs. Moreover, there is a rich treasure trove of information
embedded in interaction records such as emails, call recordings and chat transcripts,
which can provide rich insights into customer perception. An inability to tap these myriad
sources of customer feedback can lead to a flawed assessment of the current state of
customer experience and the required actions for improvement.
5.1.3 Improving CE:

Given the heightened CSP interest in customer experience today, assorted products
with diverse capabilities ranging from ‘network decongestion’ to ‘contact centre
productivity enhancement’, are being labelled as tools for customer service
improvement. This presents a real challenge for CSPs as they need to break through
the clutter of available products and determine which of these best meet their business
objectives. The challenges in executing an effective customer improvement program are
two-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 experience
Today, most CSPs lack a holistic approach to defining, measuring, and improving
customer experience, which reduces the overall impact of a customer experience
improvement program.


Efficient TOMS

The above procedure can be done along 6 Dimensions w.r.t TOMS as follows:

Figure 8: Dimension along which CE is to be measured


Efficient TOMS

5.2 ‘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 Framework
5.2.1 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 of
initiatives in the Value Analysis phase. The Blueprinting phase involves the following
activities

 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.


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 initiative
5.2.2 Value Analysis:

In this phase, CXM initiatives are evaluated and prioritized. Typically in a telecom
company initiatives are evaluated and selected based on a financial business case. The
rigour of the business case may vary but cost, revenue and savings are usually the key
determinants in the decision making process.

Figure 10: Value analysis example a gift from business centric to customer
centric approach
In the Value Analysis phase, the CXM initiatives are prioritized based on their customer
experience impact. The CXM impact of an initiative is calculated in the following manner


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 Analysis

5.2.3 Realization:

The CXM initiatives that are prioritized based on the Blueprinting and Value Analysis
phases are implemented in the Realization phase


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 Realization
As an example, consider the launch of an e-commerce capability to augment the
existing sales channels of a CSP. The first step would be to evaluate the impact of this
new capability on existing marketing and fulfillment processes and the changes required
if orders are placed online versus over-the-counter. This is followed by the identification
and development of use cases that enable the CSP to maximize its return from the
investment. The use cases can be further categorized into those that directly impact
consumers such as ordering workflow and those that are system driven such as
activation of services based on the plan selected by a consumer. A visual map of the
use cases with direct consumer impact should highlight the customer touchpoints
required to deliver a best in class user experience. This allows the implementation team
to focus on the business requirements related to the highlighted touchpoints.
The Business Process Analysis phase is followed by the regular stages in the
implementation lifecycle, as in the case of any technology program, until the initiatives
are transitioned to operations


Efficient TOMS

Figure 13: Example of business process analysis


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


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