A condensed two slide Power Point file demonstrating the end to end process from the Pre Product launch process to Post Product launch CRM life cycle support.
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
This document provides an overview of a course on the TMForum Frameworx. The course contains 8 modules that cover: an introduction to Frameworx and how enterprises conduct business digitally; the business process, information, application, and integration frameworks; business metrics; framework best practices; and a wrap-up. Module 1 introduces Frameworx and how it provides a foundation for enterprises to collaborate and overcome common challenges. It also contains a case study on how one TMForum member uses Frameworx in its business.
As the telecommunications market is evolving and new technologies such as LTE and 5G networks come into prominence, service providers need to evolve their Operations Support Systems (OSS) and Business Support Systems (BSS). They must enable higher bandwidth and content-rich applications, all while delivering new capabilities and superior experiences to users. OSS and BSS are key to delivering organizations needs for service delivery and fulfilment and business intelligence. The systems integration will help Telecom service providers to optimize expenses on their OSS and BSS systems, and at the same time improve the overall service provisioning and the quality of experience delivered to customers. This book has practical approach. It cover the fulfilment, assurance and billing processes in depth for converged telecommunication services. Customer care using web self care and social networking applications. Billing and charging concepts for GSM, 3G Networks including IMS , LTE is covered. The present day challenge in front of Telecommunication Service Providers is providing a Convergent bill to their customers. Hence Convergent Billing concepts have been included in the book. VOIP and Interconnect Billing has also been covered. BSS Data Centre Solution has been discussed in the book right from Choosing COTS software , planning and designing for BSS Data Centre infrastructure , Licensing and Sizing for Computing resources , Storage and Software, , Deigning WAN for CRM , Mediation and Provisioning , need of taking OSS/BSS on cloud. On the OSS front, the book has excellent coverage of TMN, EMS/NMS, OSS Network Operation Centre , SNMP and Management of Next Generation Networks.
This document provides an overview of eTOM (enhanced Telecom Operations Map) and ITIL (Information Technology Infrastructure Library) frameworks and how they can be combined. It introduces eTOM as a business process framework that represents the processes and functions of a telecommunications enterprise. ITIL is introduced as a collection of best practices for managing IT services. The document explains that eTOM and ITIL have complementary strengths and are mutually supportive, with eTOM providing a business-focused view of processes and ITIL providing IT-focused best practices to support business needs. It outlines how the two frameworks can be viewed as orthogonal and combined by mapping ITIL practices into specific eTOM processes.
Ronjay Chakraborty introduced Salesforce.com and covered the following topics:
- CRM is a strategy for managing interactions with customers and prospects to build and sustain relationships. It helps retain existing clients and find new ones.
- Cloud computing delivers software, platform, and infrastructure as online services. Salesforce.com is a cloud-based CRM platform.
- Salesforce.com includes apps like Sales Cloud, Service Cloud, and Marketing Cloud to manage sales, customer service, and marketing from a single system. It provides tools to customize the system using objects, fields, and other configuration options.
- Admins can use reports and dashboards in Salesforce Analytics to gain real-time insights
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
enhanced Telecommunication Operating Model (e-TOM) is part of TM Frameworx. The eTOM is a comprehensive standard business processes framework. It is industry standard best practices and recommends for all business processes and or rules to support Business Support Systems (BSS) /Operation Support Systems (OSS) for communications Service providers (CSP) space. Please visit the TM Forum site for details:
https://www.tmforum.org/business-process-framework/
This document provides an overview of a course on the TMForum Frameworx. The course contains 8 modules that cover: an introduction to Frameworx and how enterprises conduct business digitally; the business process, information, application, and integration frameworks; business metrics; framework best practices; and a wrap-up. Module 1 introduces Frameworx and how it provides a foundation for enterprises to collaborate and overcome common challenges. It also contains a case study on how one TMForum member uses Frameworx in its business.
As the telecommunications market is evolving and new technologies such as LTE and 5G networks come into prominence, service providers need to evolve their Operations Support Systems (OSS) and Business Support Systems (BSS). They must enable higher bandwidth and content-rich applications, all while delivering new capabilities and superior experiences to users. OSS and BSS are key to delivering organizations needs for service delivery and fulfilment and business intelligence. The systems integration will help Telecom service providers to optimize expenses on their OSS and BSS systems, and at the same time improve the overall service provisioning and the quality of experience delivered to customers. This book has practical approach. It cover the fulfilment, assurance and billing processes in depth for converged telecommunication services. Customer care using web self care and social networking applications. Billing and charging concepts for GSM, 3G Networks including IMS , LTE is covered. The present day challenge in front of Telecommunication Service Providers is providing a Convergent bill to their customers. Hence Convergent Billing concepts have been included in the book. VOIP and Interconnect Billing has also been covered. BSS Data Centre Solution has been discussed in the book right from Choosing COTS software , planning and designing for BSS Data Centre infrastructure , Licensing and Sizing for Computing resources , Storage and Software, , Deigning WAN for CRM , Mediation and Provisioning , need of taking OSS/BSS on cloud. On the OSS front, the book has excellent coverage of TMN, EMS/NMS, OSS Network Operation Centre , SNMP and Management of Next Generation Networks.
This document provides an overview of eTOM (enhanced Telecom Operations Map) and ITIL (Information Technology Infrastructure Library) frameworks and how they can be combined. It introduces eTOM as a business process framework that represents the processes and functions of a telecommunications enterprise. ITIL is introduced as a collection of best practices for managing IT services. The document explains that eTOM and ITIL have complementary strengths and are mutually supportive, with eTOM providing a business-focused view of processes and ITIL providing IT-focused best practices to support business needs. It outlines how the two frameworks can be viewed as orthogonal and combined by mapping ITIL practices into specific eTOM processes.
Ronjay Chakraborty introduced Salesforce.com and covered the following topics:
- CRM is a strategy for managing interactions with customers and prospects to build and sustain relationships. It helps retain existing clients and find new ones.
- Cloud computing delivers software, platform, and infrastructure as online services. Salesforce.com is a cloud-based CRM platform.
- Salesforce.com includes apps like Sales Cloud, Service Cloud, and Marketing Cloud to manage sales, customer service, and marketing from a single system. It provides tools to customize the system using objects, fields, and other configuration options.
- Admins can use reports and dashboards in Salesforce Analytics to gain real-time insights
It is often noticed that many of the software engineers who work in telecom domain, specially in application delevopment/testing, lag the insights to the complete picture. This results in lack of innovation in what they do and they forget to question - how can they do it better.
So for students of Telecom engineering and newbees into Telecom domain, it is essential to understand the basics of Telecom and to visualize the telecom domain as a whole. This will help them link their bit of contribution to the entire life cycle. Hopefully this presentation serves as a starter.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
The document discusses emerging approaches to improving IT operating models. It notes that businesses face increasing pressures from technology proliferation, cost pressures, and a faster competitive cadence. IT struggles to keep up and manage complexity across old and new systems separately. The document then summarizes several emerging approaches that can help address these challenges, including continuous delivery, automation, agile practices, digital strategies, DevOps, Lean startup principles, and integrated governance models. It proposes a new "IT operating model" that weaves these approaches together across various dimensions like strategy, processes, organization design, and governance to better deliver value from the IT portfolio.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
The document describes a framework for conducting customer-centric discovery. It involves 4 stages: KNOW, BE, CONNECT, and CREATE.
In KNOW, salespeople analyze the customer's industry, corporate goals and initiatives, and key contacts. In BE, they learn about the experience of the customer's employees, customers, and value chain.
In CONNECT, salespeople share insights about the customer, visualize their current reality, and co-create a vision. In CREATE, they develop a case for change, storyboard potential solutions, and create a mutual plan.
The goal is to understand customers deeply, connect authentically, and collaboratively develop solutions that meet their needs and priorities.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
Open Digital Architecture (ODA) is a blueprint for modular, cloud-based, open digital platforms that can be orchestrated using AI.
Designed to support our industry into the cloud native era, ODA sets the framework required
for CSPs to invest in IT, transforming business agility and operations by creating simpler IT and network solutions that are easier and cheaper to deploy, integrate and upgrade. Enabling growth, profitability and a cutting-edge customer experience.
eTOM - Working Together - ITIL and eTOM v11.2.pdfChris Bian Ong
This document discusses how the ITIL (Information Technology Infrastructure Library) framework and the Business Process Framework (eTOM) can work together. It describes how ITIL's good practices can be integrated into eTOM's enterprise process structure. Specifically, ITIL good practices are represented as level 2 process elements in eTOM's Enterprise Management area. While ITIL and eTOM address different concerns, they are complementary and supporting each other allows for better integration of IT and business processes. The document provides an overview of this integrated approach and how ITIL good practices can guide and influence related enterprise processes when applied using eTOM.
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
What is Salesforce?
Why Choose Salesforce?
Top 10 Reasons to Choose Salesforce
1. Easy to Use
2. Easy to Customize
3. Cloud-Based
4. Efficient Reporting
5. Multitenant Platform
6. Integration Options
7. AppExchange Ecosystem
8. Mobile CRM
9. Customer Success Platform
10. Diverse Community
This document provides a framework for digital planning and business strategy. It outlines a process for companies to plan digital strategies and tactics periodically. The framework involves gathering internal and external inputs, determining organizational direction, and developing functional strategies. Inputs come from analyzing the competitive landscape, market conditions, customer data, and organizational metrics. Management provides strategic direction and oversight. Functional teams then create specific, measurable strategies and roadmaps aligned with corporate goals.
The document discusses the EY IT Financial Management (ITFM) service definition journey. The journey provides a framework to define IT services in a way that is transparent to business customers. It involves 6 steps: 1) assessing the current state, 2) defining initial services, 3) reviewing services with business stakeholders, 4) defining service levels, 5) determining service costs, and 6) producing and issuing a service catalog. The service catalog establishes a common language for communication between IT and business leaders and improves customer satisfaction. It forms the foundation for cost transparency and a potential chargeback model.
Enterprise architecture for telecom sectorSoham Pablo
This document discusses enterprise architecture in the telecom sector. It covers several areas:
1) The main business requirements for telecom companies including customer relationship management, network resource management, and partner relationship management.
2) The operating models for telecom companies, including operations support systems (OSS) that manage the network and billing support systems (BSS) that deal with customer service/billing. Increased integration between these systems is needed.
3) Strategic business-IT alignment is key, and the strategic alignment model is discussed as a way to analyze opportunities and achieve competitive advantage through functional integration across business and IT domains.
The Cloud Operating Model MVP: From Zero to Production Ready in 12 Weeks - Bu...Amazon Web Services
This document discusses a 12-week program to implement a minimum viable product (MVP) on Amazon Web Services (AWS) and ServiceNow. The MVP will establish best practice workflows for provisioning, service management, and business reporting. Key user stories will be delivered in iterations to demonstrate value. The development team will focus on constant demonstration of value to business stakeholders through showcasing workflows.
Presented in Broadband World Forum 2011, it intends to introduce conceipts about QoS, QoE, related standards and the challenges for service quality measurements and meeting customer expectations
How We Reorganized Our Entire Post-Sales OrganizationGainsight
The document discusses Gainsight's new customer success organizational structure and provides a methodology for defining organizational charters. It shares that Gainsight reorganized into three departments focused on client outcomes, onboarding, and technical success. It also provides templates for defining missions, metrics, costs, activities, risks, and dependencies for each organizational function. Sample charters for client managers and customer success architects are included to illustrate how to apply the methodology.
It is often noticed that many of the software engineers who work in telecom domain, specially in application delevopment/testing, lag the insights to the complete picture. This results in lack of innovation in what they do and they forget to question - how can they do it better.
So for students of Telecom engineering and newbees into Telecom domain, it is essential to understand the basics of Telecom and to visualize the telecom domain as a whole. This will help them link their bit of contribution to the entire life cycle. Hopefully this presentation serves as a starter.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
The document discusses emerging approaches to improving IT operating models. It notes that businesses face increasing pressures from technology proliferation, cost pressures, and a faster competitive cadence. IT struggles to keep up and manage complexity across old and new systems separately. The document then summarizes several emerging approaches that can help address these challenges, including continuous delivery, automation, agile practices, digital strategies, DevOps, Lean startup principles, and integrated governance models. It proposes a new "IT operating model" that weaves these approaches together across various dimensions like strategy, processes, organization design, and governance to better deliver value from the IT portfolio.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
The document describes a framework for conducting customer-centric discovery. It involves 4 stages: KNOW, BE, CONNECT, and CREATE.
In KNOW, salespeople analyze the customer's industry, corporate goals and initiatives, and key contacts. In BE, they learn about the experience of the customer's employees, customers, and value chain.
In CONNECT, salespeople share insights about the customer, visualize their current reality, and co-create a vision. In CREATE, they develop a case for change, storyboard potential solutions, and create a mutual plan.
The goal is to understand customers deeply, connect authentically, and collaboratively develop solutions that meet their needs and priorities.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Telecommunication Business Process - eTOM FlowsRobert Bratulic
For related eTOM Flows blog: https://modelitics.wordpress.com/2015/07/06/etom-process-flows-not-just-hierarchies
For related eTOM Flows lecture: https://www.youtube.com/watch?v=r62ZjpnjJI0
Open Digital Architecture (ODA) is a blueprint for modular, cloud-based, open digital platforms that can be orchestrated using AI.
Designed to support our industry into the cloud native era, ODA sets the framework required
for CSPs to invest in IT, transforming business agility and operations by creating simpler IT and network solutions that are easier and cheaper to deploy, integrate and upgrade. Enabling growth, profitability and a cutting-edge customer experience.
eTOM - Working Together - ITIL and eTOM v11.2.pdfChris Bian Ong
This document discusses how the ITIL (Information Technology Infrastructure Library) framework and the Business Process Framework (eTOM) can work together. It describes how ITIL's good practices can be integrated into eTOM's enterprise process structure. Specifically, ITIL good practices are represented as level 2 process elements in eTOM's Enterprise Management area. While ITIL and eTOM address different concerns, they are complementary and supporting each other allows for better integration of IT and business processes. The document provides an overview of this integrated approach and how ITIL good practices can guide and influence related enterprise processes when applied using eTOM.
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
What is Salesforce?
Why Choose Salesforce?
Top 10 Reasons to Choose Salesforce
1. Easy to Use
2. Easy to Customize
3. Cloud-Based
4. Efficient Reporting
5. Multitenant Platform
6. Integration Options
7. AppExchange Ecosystem
8. Mobile CRM
9. Customer Success Platform
10. Diverse Community
This document provides a framework for digital planning and business strategy. It outlines a process for companies to plan digital strategies and tactics periodically. The framework involves gathering internal and external inputs, determining organizational direction, and developing functional strategies. Inputs come from analyzing the competitive landscape, market conditions, customer data, and organizational metrics. Management provides strategic direction and oversight. Functional teams then create specific, measurable strategies and roadmaps aligned with corporate goals.
The document discusses the EY IT Financial Management (ITFM) service definition journey. The journey provides a framework to define IT services in a way that is transparent to business customers. It involves 6 steps: 1) assessing the current state, 2) defining initial services, 3) reviewing services with business stakeholders, 4) defining service levels, 5) determining service costs, and 6) producing and issuing a service catalog. The service catalog establishes a common language for communication between IT and business leaders and improves customer satisfaction. It forms the foundation for cost transparency and a potential chargeback model.
Enterprise architecture for telecom sectorSoham Pablo
This document discusses enterprise architecture in the telecom sector. It covers several areas:
1) The main business requirements for telecom companies including customer relationship management, network resource management, and partner relationship management.
2) The operating models for telecom companies, including operations support systems (OSS) that manage the network and billing support systems (BSS) that deal with customer service/billing. Increased integration between these systems is needed.
3) Strategic business-IT alignment is key, and the strategic alignment model is discussed as a way to analyze opportunities and achieve competitive advantage through functional integration across business and IT domains.
The Cloud Operating Model MVP: From Zero to Production Ready in 12 Weeks - Bu...Amazon Web Services
This document discusses a 12-week program to implement a minimum viable product (MVP) on Amazon Web Services (AWS) and ServiceNow. The MVP will establish best practice workflows for provisioning, service management, and business reporting. Key user stories will be delivered in iterations to demonstrate value. The development team will focus on constant demonstration of value to business stakeholders through showcasing workflows.
Presented in Broadband World Forum 2011, it intends to introduce conceipts about QoS, QoE, related standards and the challenges for service quality measurements and meeting customer expectations
How We Reorganized Our Entire Post-Sales OrganizationGainsight
The document discusses Gainsight's new customer success organizational structure and provides a methodology for defining organizational charters. It shares that Gainsight reorganized into three departments focused on client outcomes, onboarding, and technical success. It also provides templates for defining missions, metrics, costs, activities, risks, and dependencies for each organizational function. Sample charters for client managers and customer success architects are included to illustrate how to apply the methodology.
This document discusses key performance indicators (KPIs) for post-sales positions. It provides steps to create KPIs, common mistakes to avoid, and how to design effective post-sales KPIs. The document also lists top KPI materials that are available on the website kpi123.com, including lists of sales KPIs, performance appraisal forms, review methods, and performance review phrases.
This document summarizes the results of a survey on post-sales client success. It finds that most companies provide some type of training to customers, usually instructor-led online or on-site. Training is typically provided right after purchase or throughout the year. Companies aim to increase usage, awareness of features, and renewal rates through training. While many firms use home-built or manual systems, there is a need to better support clients and research more formalized solutions like learning management systems.
The Sales-to-CSM Handoff is your customers' first impression of their Customer Success team. Understand the best ways to use Gainsight to manage this process from your Sales to your Post-Sales team.
The document discusses key performance indicators (KPIs) for pharmaceutical sales managers. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document recommends that KPIs be clearly linked to strategy and empower employees. It lists types of KPIs and provides links to materials on sales KPIs, performance appraisal forms, review methods and phrases.
This document discusses how pre-sales and post-sales support can be used to increase sales during the Christmas season. It provides 10 tips for using pre-sales and post-sales support, including reassuring customers, offering incentives, allowing customers to test products, providing demonstrations, offering warranties, following up with customers, apologizing for issues, acting urgently to fix problems, showing appreciation, and surveying customers. Pre-sales and post-sales support can be delivered through various communication channels like call centers, social media, and mobile apps.
The document discusses after-sales services and support provided by businesses to their customers. It covers key elements of after-sales services like installation, training, maintenance, repair, warranty and support. It also discusses strategies for effective after-sales service and the advantages it provides like customer satisfaction, retention and loyalty.
The document outlines a 5-stage product development process: 1) Concept, 2) Research, 3) Analysis, 4) Develop, and 5) Launch. Each stage involves description of activities, key deliverables, checkpoints to review deliverables and make go/no-go decisions on whether to proceed to the next stage, incubate the idea further, or kill the idea. The process aims to take a new product idea from initial concept through to market launch.
The document provides guidance on how to create an effective sales presentation. It discusses that the goal of a presentation is to prove your product can meet customer needs. There are three crucial steps - discuss features/benefits, present marketing plan, and explain business proposition. It also outlines the different elements of an effective presentation, including demonstrations, participation, visual aids, dramatization, and proof. The document stresses capturing attention, creating two-way communication, and involving the prospect.
Mohamed El Gohary C.V_Power Project Technical Support Manager_updates Dec 2016mohamed elgohary
Mohamed El Gohary has over 12 years of experience in Caterpillar dealerships providing technical support, service, and product support. He is currently seeking a position as a Product Support Manager, Technical Support Manager, or Service Operations Manager with a market leader company. He has extensive experience managing teams and ensuring services are delivered to the highest quality standards on time and on budget.
Telecom product cost models development approachParcus Group
Presentation to Pacific Islands Telecom Association (PITA) AGM and Conference in Tahiti 2016 on telecom businesses cases and product cost models development approach.
Under the direction of Stephan Visser, the Technical Service Operations department has established processes and accomplished several initiatives to improve operations, despite a lack of resources. Key accomplishments include reducing warranty costs through new policies and monitoring claims, launching support desks to improve customer response times, and decentralizing warranty services through a new digital management system. The department also provides leadership, support, and initiatives across warranty, technical support, repair support, technical development, and service maintenance contract functions.
Antony Paul has over 12 years of experience in strategic sourcing and supply chain management. He is currently an Assistant Manager at Mistral Solutions, where he is responsible for procuring hardware, software, and components for defense and commercial projects. Previously, he held sourcing roles at Honeywell, Rangsons Electronics, and Peninsula Electronics. He has expertise in procurement, vendor development, project management, and implementing ERP systems like SAP. Antony has an MBA in Finance and postgraduate degrees in Applied Electronics.
Engineering plant facilities 12 mechanics building preventive maintenance and...Luis Cabrera
The document discusses facilities management and maintenance. It defines facilities management as maintaining commercial, institutional and manufacturing buildings. It outlines the benefits of outsourcing facilities management such as a healthy, safe and clean environment. It also describes various roles in facilities management including engineers, technicians and management. Standard procedures for work orders, preventative maintenance and inspections are also outlined.
This document provides a summary of an individual's experience as a sales and service engineer for electronic products including construction survey instruments and consumer electronics. Over 9 years of experience is highlighted, currently working in Qatar providing sales, service, and technical support for surveying equipment. Experience includes presales support, installations, troubleshooting, repairs, training customers, and managing service teams. Education includes an advanced diploma in embedded systems and a bachelor's degree in electronics engineering.
An Oversight or a New Customer Phenomenon, Getting the Most of your Contact C...Cisco Canada
As corporations consistently seek to maximize customer loyalty, secure predictable revenue, gain a competitive advantage and ensure customer satisfaction, more than often the words ‘Contact Center’ are never spoken. Much of the budget is allocated to the corporate marketing groups as they unveil flashy new websites, packaging and literature targeted for new and existing customers. More often than not, the Contact Center which is a critical portal to these customers is neglected with respect to revenue generation and customer loyalty.
The document outlines the vision, policies, and operations of Delta Telecom. The vision is to be recognized as an advanced telecommunications service and solution provider and preferred strategic partner internationally. The main policy is to conduct operations according to high business ethics, environmental awareness, and compliance with local laws. Delta provides telecom network deployment, support, and maintenance services for vendors and operators. It aims to assist GSM operators in integrating new technologies efficiently.
Tarek MansourKhalil SHAZLY is seeking a challenging position that allows for creativity and innovation. He has over 10 years of experience in telecommunications, most recently as Manager of Business Process Automation and Invoicing applications at Telecom Egypt, where he automated processes, developed solutions, and led projects. He has a BSc in electronics engineering as well as business qualifications.
Piti Prasertsuksean has over 15 years of experience in IT management, project management, business analysis and development. He received a Master's degree in International Business from NIDA and a Bachelor's degree in Computer Science from Chulalongkorn University. Currently he is the IT Division Manager at Sukishi Intergroup and Business Development Director at Thai Unichem Intertrade Co., Ltd., where he is responsible for various duties including budgeting, operations management, project management, and system implementations. He has managed projects for various companies across multiple industries.
QCC - QIC Presentation, Mission Possible TeamArief M Ridwan
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Qm0026 quality concepts, tasks and development methodssmumbahelp
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Similar to End to End Product Launch for Telecoms (20)
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End to End Product Launch for Telecoms
1. End to End Process:
Pre and Post
Product Launch for
the Telecom Industry
By Adam P. Shiell
2. PM = Project Management
UAT = User Acceptance Testing
ORT = Operational Readiness Testing
PA = Product Announcement
SCB = Sales Communication Bulletin
OM = Order Managers
RFU = Ready for Use date
CICS = Customer Implementation Configuration Specialists
NCC = Network Control Centre
TSE = Technical Service Engineer / Field Engineer
PTT = Local Telco provider / ISP
GCAC = Global Customer Assistance Center / Global Help Desk / Global
Support Desk
CHD = Certified Help Desk (A network of Telco affiliates that provided local
customer support utilizing the same processes as the headquarters support
process)
GTS = Global Technical Support (Second level support) By Adam P. Shiell
Terms and definitions
3. Pre Product Launch - Telecom
Market
Demand
Marketing
Requirements
Sr.
Management
& Finance
review the
business case.
Product
concept
and
business
case is
developed
via market
research
and/or
customer
demand.
Business Case
Sr.
Mgmt/
Finance
Mgmt
Marketing
provides
Service
Delivery
Teams and
PM with the
product
requirements
PM, SD Team,
conducts analysis
and adds
Customer
Services
requirements
needed to
support the
product. They
facilitate CRM
product modeling,
develop processes
and training.
Marketing
releases a
PA
Broadcast
approx. 30
days prior
to full
release.
SCB
Broadcast
sent when
product is
ready to be
ordered.
Analysis &
Development
UAT/ORT and
Training
Marketing
Product
Product
Deployed
Product
is
deployed
and is
available
for sale.
Customer
Marketing
Marketing
PM
PM
PM conducts
User
Acceptance
Testing of
systems and
tools,
facilitates
Operational
Readiness
Test, and
Conducts
Customer
Services
Training.
Service Delivery
Team
Marketing
PA & SCB
Project Management and Cross Departmental Collaboration
4. OM CICS NCC PTT TSE
Order
Submit
Service Delivery
Service
Assurance
Billing Invoice
Billing
Faults
Invoice
Facilitate
resolution of
adjustments to
invoices.
Implements
new
product,
contracts,
and SBR
rates
Enter billing
information into
Billing Systems,
and prepares for
invoice
generation.
Create and
maintain
customer
premise and
backbone
configurations
GTS
provides 2nd
level fault
Resolution.
GTS
GCAC
CHD
NCC loads
appropriate
router and
parts files and
confirms
completeness
of installation
Order
Managers
manage
the order
to RFU.
PM provides
sales order
entry and
CRM asset
reconciliation
Support.
Billing
Admin
Rates
PM provides
CRM asset
repair that
may be
required for
Billing
adjustments.
The GCAC is responsible for
overseeing and creating processes
and procedures to insure
consistent, quality support is
provided to customers regardless
of where the fault is reported. The
CHD follows the same processes as
the GCAC.
PTT/Telco is
responsible for
delivery of the
circuit. TSE
orders it.
TSE installs physical
equipment at the site.
PM
Life Cycle
Support
PM
Life Cycle
Support
Sales
PM
Life Cycle
Support
PM
Life Cycle
Support
PM provides
order process
support for Lead
to Cash
organizations
PM provides ticketing
system support.
Post Product Launch - Telecom
End to End CRM Deployment and Process