Telecom OEMs can create value in quote to cash cycle operations by implementing solutions to reduce order cycle time, cost per order and revenue leakage
Organizations try to accomplish their business objectives through strategies. Strategies are executed broadly through ‘Programs & Projects’ or ‘Operations.
Order To Cash - Inefficiencies and redundancies throughout the OTC cycle are an expensive affair for businesses and prevent them from turning receivable into cash.
The time might just be ripe for change in thinking when it comes to putting together an Enterprise Order To Cash paradigm in place ….. a more cohesive & comprehensive approach enabling Businesses to horn there competitive edge, unlock efficiencies, increase speed, significant cost reduction thereby have direct impact on the Top line and bottom line across the Enterprise.
How to manage sales and distribution in telecomRiaktr
Telecom operators are losing value because of a lack of visibility: visibility on their points of sales, distributors, field agents and even overall performance.
Learn how to boost your revenues with our intelligent sales analytics tools. Know what to do next.
Request a demo.
info@realimpactanalytics.com
www.realimpactanalytics.com
Organizations try to accomplish their business objectives through strategies. Strategies are executed broadly through ‘Programs & Projects’ or ‘Operations.
Order To Cash - Inefficiencies and redundancies throughout the OTC cycle are an expensive affair for businesses and prevent them from turning receivable into cash.
The time might just be ripe for change in thinking when it comes to putting together an Enterprise Order To Cash paradigm in place ….. a more cohesive & comprehensive approach enabling Businesses to horn there competitive edge, unlock efficiencies, increase speed, significant cost reduction thereby have direct impact on the Top line and bottom line across the Enterprise.
How to manage sales and distribution in telecomRiaktr
Telecom operators are losing value because of a lack of visibility: visibility on their points of sales, distributors, field agents and even overall performance.
Learn how to boost your revenues with our intelligent sales analytics tools. Know what to do next.
Request a demo.
info@realimpactanalytics.com
www.realimpactanalytics.com
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
Order to Cash Overview slides can be used for high level training for O2C Or Accounts Receivable department in any organization. Anyone can use it as standard template and make necessary changes for their use. This is not just for providing designed slides, I've included desired sample data which ideally should be a part of O2C Function overview & training deck. I believe design is just to make it look nice, important aspect is which relevant information/data to be included based on the topic.
If you like it, I would be happy to help you in further topics as these are readily available with me. In case it seems interested to you, do not forget to Like It and comment with your suggestion for improvisation.
Thanks
Koushik Bagchi
ikoushik@gmail.com
Order to Cash. Cash is King. Prime elements, points that block successful ETE flow. KPI's/metics and how to guage where your company really ranks: a Business leader, Average, or Laggard.
Call Center Statistics or Performance Metricsguest14c061
An article on the differences between call center statistics and call center performance metrics. Which of these should a call/ contact center use? Which is better?
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
With these changing business dynamics, leading companies are rethinking their approach to the after sales business, as the same cannot be taken for granted any more.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
Order to Cash Overview slides can be used for high level training for O2C Or Accounts Receivable department in any organization. Anyone can use it as standard template and make necessary changes for their use. This is not just for providing designed slides, I've included desired sample data which ideally should be a part of O2C Function overview & training deck. I believe design is just to make it look nice, important aspect is which relevant information/data to be included based on the topic.
If you like it, I would be happy to help you in further topics as these are readily available with me. In case it seems interested to you, do not forget to Like It and comment with your suggestion for improvisation.
Thanks
Koushik Bagchi
ikoushik@gmail.com
Order to Cash. Cash is King. Prime elements, points that block successful ETE flow. KPI's/metics and how to guage where your company really ranks: a Business leader, Average, or Laggard.
Call Center Statistics or Performance Metricsguest14c061
An article on the differences between call center statistics and call center performance metrics. Which of these should a call/ contact center use? Which is better?
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
With these changing business dynamics, leading companies are rethinking their approach to the after sales business, as the same cannot be taken for granted any more.
The Definitive Guide to Customer Success 2017Lincoln Murphy
The Customer Success movement has taken the SaaS industry by storm, even requiring an updated SaaS Business Model definition.
But what exactly is Customer Success? Is it an organizational mindset? Is it a corporate strategy? Is it a set of tactics designed to produce happy, successful customers that in turn creates success for you, the SaaS vendor?
The answer is... all of the above.
In this guide I've enumerated 17 key elements of Customer Success for SaaS companies. I hope it helps you reach your goals.
Addressing the Change and Configuration Management ImperativePTC
Mention “Change and Configuration Management” (CCM) to even the boldest
manufacturing executives, and they’ll tell you it’s a serious and complex issue that is
frequently a stumbling block. More often than not, companies wistfully hope CCM
can be magically solved by a set of patchwork solutions.
The Cloud-Based B2B Integration Solution for MS Dynamics NAVDiCentral Vietnam
Many companies are struggling how to connect & integrate their ERP with their trading partners. DiCentral Vietnam introduces Cloud-Based B2B Integration Solution for MS Dynamics NAV & DiCentral's Supply Chain Solutions such as DMS, WMS, Scan & Pack are seamlessly integrated with MS Dynamics NAV
Infosys’ advanced Collaborative Supply Management (CSM) solution, built on Microsoft technologies, enables high-tech manufacturers to optimize operational procurement and supplier collaboration
A presentation on what MRO customers are looking for in 2009. Includes demongraphics on how a company can judge has efficient and effective they are at buying MRO materials
Infosys commissioned an independent market research company, Vanson Bourne, to investigate the use of digital technologies and key trends in nine industries. We surveyed 1,000 senior decision makers from business and IT, from large organizations with 1,000 employees or more and annual revenue of at least US$500 million.
The report aims to discover:
a) the surging tide of digital technology adoption in organizations – what is used and where?
b) the promised land of digital technology use, and the hurdles organizations face to get there
c) the biggest disruptive digital trends within the next three years and why organizations see them as vital to future success
The summary here presents the survey results and highlights the digital outlook that will define the healthcare industry strategy over the next three years.
5 tips to make your mainframe as fit as youInfosys
Just like a periodic health check-up is important to assess your overall well-being, a detailed reexamination of the enterprise IT landscape is paramount. We take a look at the various ways an enterprise needs to revamp its mainframe and sharpen its functionalities to stay ahead of the game. While APIs aid you in providing superior customer service, migrating to the cloud provides you with scalability and resilience. These and many more sub-offerings from Infosys aid your organization in staying agile and equipped to leverage the latest technologies to cater to the ever-changing market. Learn more.
Human Amplification In The Enterprise - Resources and UtilitiesInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Resources and Utilities.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Telecom and CommunicationInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Telecom and Communication.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Retail and CPGInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Retail and CPG.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Manufacturing and High-techInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Manufacturing and High-tech.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human amplification in the enterprise - Automation. Innovation. Learning.Infosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Automation, Innovation and learning.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Healthcare and Life SciencesInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Healthcare and Life Sciences
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Human Amplification In The Enterprise - Banking and InsuranceInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Banking and Insurance.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Take a glimpse at few of our efforts that we made to demonstrate that efficient technologies can easily be deployed in large scale in a cost effective manner to make our campus environmental friendly on this World Environment Day 2015
The Information Services industry is in the eye of the digital storm. Two major contenders within this industry - traditional and new age media companies must adopt strategies for the significant mass of millennials and demanding consumers.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
Infosys - Telecom OEM Solutions | Quote to Cash White Paper
1. Competitive Differentiation through Operations
Leveraging the Quote to Cash Cycle for Telecom
OEM Companies
Romit Dey, Partha Bose, Pavan Kochar
Industry Trends and Key Considerations for OEMs
Three mega-trends characterize the high tech industry’s rapid evolution:
1. Consumerization, resulting in mass customization of products and increasing
customer expectations
2. The emergence and swift assimilation of new technologies, increasing pressure
on product time-to-market windows
3. The impact of globalization, both on markets and supply chains, resulting in
complexities in products and customer requirements
In collaboration with industry groups such as the Electronics Supply Chain
Association—and analysts such as AMR Research, and Manufacturing Insights/
IDC—Infosys has identified the implications of these mega-trends for telecom OEMs.
Oct 2006
2. These mega-trends impact how telecom OEMs manage their customer-facing processes, specifically in the quote to cash
(QTC) cycle. Infosys identifies four key drivers in the market and customer facing areas below:
Change Driver Description Possible Impact
Increased customer expectations and Customer experience is increasingly Higher customer service level
complexity of requirements critical for securing repeat business expectations, as well as increased
and loyalty (wallet share). Significant flexibility, visibility and responsiveness
jump in customer-driven complexity within fulfillment processes.
regarding product/service choices, sales
and service, and channel proliferation.
Need for consistent coverage across
lines of business, operating units and
geographies.
Need to sell solutions combining Shift towards bundled propositions, Effective bundling of products and
products & services from selling products to selling services during sales cycle, quote to
solutions. Companies need to achieve order, and finally, order to cash. This
differentiation through a combination may require additional reliance on
of products and services. external service partners.
Increase in product and solution Complexity in design and configuration Optimizing pricing by proposition
portfolio complexity while accounting for cost and product
availability during the sales process.
Multiplicity of systems and processes OEMs in the telecom sub-segment Ensuring a single face for the customer,
within organization have grown, and continue to grow while executing across multiple entities
significantly, through repeated M&A that may be using a diverse set of
activity. This has resulted in retention systems and processes.
of multiple systems and operating
processes within the consolidated
organization.
The possible impacts of these drivers highlight the need for a seamless customer experience throughout the QTC cycle.
2 | Infosys – White Paper
3. Quote to Cash Cycle: Infosys Experience
Our interactions with key players in this industry space corroborate that telecom OEMs are redefining their customer
management strategies to address the change drivers mentioned above i.e. increased product complexity, increased product
configuration and bundling and an enhanced customer experience. Most telecom OEMs are also reacting to the recent uptake
in business resulting in the need for rapid scaling after a long drought of minimal investment.
Infosys experience also indicates that “cost” within the customer order management cycle has been eclipsed as a key
business issue with the primary focus shifting to successfully addressing increased order volumes, high rate of new product
introductions, product range and complexity due to configuration and bundling options.
Infosys observes that more mature companies are therefore applying sophisticated practices to differentiate themselves in the
marketplace through:
• Enhancing the customer experience
• Responding to customer’s need for complex product configurations and bundling
• Offering a breadth of product range
Market-leading telecom OEMs are successfully applying these unique differentiators, despite prevailing complexities such as
M&A activity and regulatory requirements.
Key Metrics and Improvement Opportunities
The QTC cycle can be split across three areas:
Indicators of high performance in QTC include:
• Supporting new business models, such as bundling and subscription, by rapidly extending existing processes and
systems
• Driving efficient and effective pricing and quotation management, characterized by active demand-shaping while the
customer exhibits a high degree of responsiveness
• Processing and capturing orders in a seamless manner while providing a high degree of visibility throughout the cycle
When building robust, best-in-class QTC processes, telecom OEMs should consider the following key metrics to measure
these performance indicators:
Infosys – White Paper | 3
4. Change Driver Quote to Order Metrics and Indicators*
Leading Lagging
Increased customer expectations and Quote turnaround time (1-day) Customer satisfaction (99%)
complexity of requirements
Need to sell solutions combining Revenue leakage (<1%) % of services Order profitability (order margin)
products & services revenue per order
Increase in product and solution % of services revenue per order Cost Order productivity – cost per revenue
portfolio complexity per quote Order profitability (order margin)
Multiplicity of systems and processes Quote turnaround time (1-day) Cost Customer satisfaction (99%)
per quote
within organization
*(Best-in-class in parentheses)
Change Driver Quote to Order Metrics and Indicators*
Leading Lagging
Increased customer expectations and On-time shipments (97% to promise Customer satisfaction (99%)
complexity of requirements date) Accuracy of order capture (99%) % orders manually touched (25%)
% expedites (5%)
% change orders (3%)
Need to sell solutions combining % of services revenue per order Order profitability
products & services Order productivity – cost per revenue
Increase in product and solution Cost per order (< $5) Order profitability
portfolio complexity Order productivity – cost per revenue
Multiplicity of systems and processes Order to cash cycle time (45 days) Customer satisfaction (99%)
within organization Accuracy of order capture (99%) Cost % orders manually touched (25%)
per order (<$5) % expedites (5%)
% change orders (3%)
*(Best-in-class in parentheses)
Ultimately, an OEM’s ability to monitor and improve the leading metrics will drive improvements to the lagging metrics.
These metrics may be applied in a representative operating scenario in the following manner:
Change Driver Use of Metrics
Increased customer expectations and complexity of Monitor on-time shipments, expedites, and # change orders
requirements to measure customer satisfaction
Need to sell solutions combining products & services Track revenue opportunities that may have been
unaccounted for in the form of revenue leakage
Increase in product and solution portfolio complexity Monitor order profitability and productivity to effectively
optimize margins and profits
4 | Infosys – White Paper
5. Multiplicity of systems and processes within organization % of orders manually touched to measure seamlessness of
the process and system workflow
Opportunities for Change
Many telecom OEMs sell complex products with service bundling options and employ complex revenue recognition rules,
while contending with an array of internal systems and processes. Infosys posits that significant change opportunities exist
within both, Quote to Order and Order to Cash.
Focus Areas: Simplification of the quoting/proposal process to ensure effective deal approvals, bundling, consistent pricing,
and a single partner/customer purchasing experience.
Key operating metrics to be addressed here include quote turnaround time, cost per quote, and revenue leakage.
Quote Turnaround Time
Most telecom OEMs experience high quote turnaround times due to:
• Complexities arising from long quote approval cycles, as most deals are non-standard, requiring specific discounting
terms and approval workflows.
• Complex processes for product pricing and order placement
• Complexities arising from rigid product and services bundling, which require significant effort in orchestrating quote
management processes and workflows
• Level of integration among the various systems critical for developing a quote.
Telecom OEMs can reduce the complexities of bundling products and services by:
• Standardizing services into repeatable SKUs.
• Effectively bundling financing options with their offerings to drive buying decisions and reduce discounting
complexity during the deal process.
• Predefining configurable bundles to reduce the complexity of providing concessions.
• Applying appropriate pricing business rules to minimize the number of non-standard deals—effectively “getting the
price right” the first time. This can help sales personnel focus on selling, as opposed to driving the approval process.
• Creating a unified view of the order, from quote to invoice, to reduce the complexity of reconciliations by improving
integration between systems.
These advancements will also improve order productivity and the number of change order requests, and reduce revenue
leakage.
Infosys – White Paper | 5
6. Cost per Quote
Most telecom OEMs also experience high cost per quote rates, given the complexity of their quote and order processes. The
complexities listed above often lead to significant process inefficiencies that subject the customer to a disjointed experience.
Telecom OEMs can redesign processes and outsource key steps in quote preparation and response, to improve their cost per
quote. Outsourcing quote management back office processes to a specialist vendor, significantly reduces the cost per quote by
up to 40% while ultimately improving customer and reseller experience. Over time, a tailored guided selling process based
on stakeholder knowledge of products and services may be instituted as well which would enable partners to achieve self
sufficiency in selling the telecom OEM’s products.
Revenue Leakage
Revenue leakage is a major issue for most telecom OEMs, as it causes lost opportunities to maximize revenue based on
effective bundling of services with products. Revenue leakage can be reduced by building a platform supporting self-
management of entitlements, and balancing customer satisfaction with internal transaction load management considerations.
Additionally, these improvements will increase revenue and reduce change order requests through favorable up-selling, cross-
selling, and substitution rates.
By improving the order to cash process, telecom OEMs can increase the order throughput volumes while reducing cost per
order and maintaining customer satisfaction levels. This may be achieved by increasing the percentage of zero touch orders
that flow through the system.
Percentage of Zero Touch Orders
Lack of automation leads to manual intervention for key steps such as order validation, configuration checks, expedites, and
exception handling. This can be addressed by:
• Application enhancements and bolt-ons to transaction backbone system addressing unique requirements for
configuration and bundling.
• Proactive configuration library management with periodic updates for pricing, logistics, and service related offers. This
may also require periodic master data synchronization across multiple applications as required.
• Reducing the manual handling of change, cancellation, and expedite requests by implementing appropriate work
flows for change order management. Manual intervention is therefore the last resort where management decisions
associated with deviations from operating guidelines are required.
The above changes will also positively impact overall order to cash cycle times, and reduce the cost per order.
Cost per Order
Telecom OEMs are experiencing a relatively higher cost per order than other high tech companies. Typically, this is due to
global scope (multiple geographies for market access and fulfillment partners) and process inefficiencies across multiple
systems, in addition to legacy transaction processing operations in high-cost locations. Costs per order can be reduced by:
• Consolidating and standardizing transaction processing while grouping geographies to mitigate disparities caused by
legacy decentralization and differences in transaction handling.
• Identifying opportunities for workforce globalization within the QTC cycle, and utilizing offshoring capabilities for
order validation, confirmation, and processing.
6 | Infosys – White Paper
7. Order to Cash Cycle Time
Disjointed systems and processes can lead to higher-than average order to cash cycle times.
• This can be improved by ensuring an integrated, global view of price, contracts and warranties that can extend into
the supply chain in areas such as inventory and manufacturing capacity. This enables customer service personnel to
accurately view product, customer, installed base and warranty information through a globally visible system and
consolidated process.
• Additionally, the use of outsourcing vendors for specific steps in order validation, confirmation and processing must
be leveraged to drive reduction in cycle time by instituting SLAs for each activity within the overall order management
cycle. Expectations of 10-15% reduction in cycle time are appropriate as one-time impact followed by incremental
improvements due to productivity gains.
Managing Customer Information to Drive Additional Improvements in Key Quote to
Cash Metrics
In order to effectively support and transform the quote to cash cycle, telecom OEMs must shift their focus from spending
money on information to making money from information. Customer information management is a proposition that
provides an integrated view of the customer. This integrated view enables strategic perspectives on customers and markets
and effective decision-making within the quote to cash cycle, and requires a robust foundation of data management and
governance. In addition, effective use results in enhanced order productivity, sales force effectiveness, and eventually
customer profitability.
To achieve this, telecom OEMs should:
• Derive value from flexibility in business processes, both by building a global view of customers, channels and related
attributes, and by utilizing business rules to drive QTC workflows.
• Since most transactional systems are not designed for day-to-day decision making and simulation, they are typically
insufficient to support the entire quote to cash process. Moreover, the bulk of relevant customer, pricing, and product
information is typically housed in multiple silo systems and databases outside of the ERP footprint. Given the typical
capabilities of ERP systems, it may prove difficult for telecom OEMs to use the transactional backbone system to
support the complexities of the QTC cycle. External data sources, such as marketing databases and partner data, may
add to this complexity. An effective customer information management scheme would enable telecom OEMs to do the
following:
• Use quote histories, and information on won/lost opportunities, to monitor quote conversion and patterns
• Effectively link quotes, orders, and service agreements to facilitate monitoring of a single “deal”
• Use pricing information across multiple dimensions including region, channel, and customer (to do what?)
• Develop this integrated global view to enable monitoring of the appropriate leading and lagging metrics outlined
earlier in the paper.
Client Success Story:
Transforming Order Management for a Telecom OEM
Client Situation
Key Concerns for the client were centered on non standard order management processes as well as high cost per order.
This was further complicated by a vast number of product configuration and bundling possibilities tailored to multiple
geographies.
Key issues identified by Infosys:
• End-customer complaints relating to outsourced order processing services
• Order quality and turnaround times
• Limited process improvements derived from outsourcing
• High costs per order processed
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8. Client Impact
The client made a strategic decision to work with Infosys on both the IT and processes within order management. Since
Infosys provides tight integration between order management processes and the supporting applications environment,
the client has realized significant improvements in case resolution cycle times, productivity, and overall processes—as
continuously monitored by the following key leading metrics:
• Case resolution cycle time – the time required to close a case following a new request from the customer
• Productivity – the number of cases closed per hour
• Orders entered, but not booked – number of orders entered by the customer that do not reach “booked” status
Use of these leading metrics has ultimately driven improvements in the lagging metrics—such as improvements in order cycle
time, customer satisfaction, and order productivity. The client has additionally experienced key benefits including:
• 50% reduction in annual costs
• Average productivity improvement of 10-15% across multiple processes
• 25% reduction in order cycle times, releasing up to US $30 million in working capital
• Continuous ongoing improvements in workflow efficiency and customer satisfaction through root cause analysis
• Execution excellence that includes a phased transition and strong data security
Summary & Conclusions
Telecom OEMs have significant opportunities to create both short- and long-term value in quote to cash operations. These
opportunities can be realized by addressing the following metrics through a structured program covering both IT and
processes in an integrated manner:
• Order cycle time
• Cost per order
• Revenue leakage
By partnering with an experienced order management vendor who has expertise in integrating global processes with
appropriate IT support, telecom OEMs can improve their performance in quote management, order management and
customer information management for true competitive differentiation.
8 | Infosys – White Paper
9. About the Author
Romit Dey, Group Solutions Manager & Associate Vice President
Romit is jointly responsible for leading the solutions portfolio in high-tech & manufacturing. As part of the
Leadership Team of the high-tech business unit, he ensures managerial oversight is provided for accounts at all times
– to drive the smooth running of the Infosys global delivery model within the client context.
Romit currently manages the portfolio of solutions in Customer Operations and Globalizing Product Innovation. He
leads a team of people focused on specific solutions including Transformational Customer Order Management
Romit has been in Infosys for almost six years, and was previously responsible for running global sales operations
for Infosys. In this role, he was responsible for development and implementation of appropriate operating processes
and systems within Infosys. His responsibilities covered key aspects of business (including management accounting,
contracting and HR) as relevant for the client-facing organization at Infosys.
Prior to this, Romit was a Principal Consultant at PwC Consulting where his most significant client relationship was
one of the world’s largest electronics companies that is active in about 60 businesses, from consumer electronics to
domestic appliances, and from security systems to semiconductors. The client was a Top 50 global account, and he
worked with the client on several mission-critical initiatives.
Romit’s functional focus is front-end supply chain operations enhancement (with specific focus on S&OP, forecasting
and customer relationship management) for manufacturing companies. He has also written papers on the area of
differentiated supply chain operations.
While at PwC Romit has also worked on several restructuring and functional strategy initiatives in tandem with
deployment of technologies including ERP, CRM, data warehousing, and demand-side modeling tools.
Partha Bose, Senior Principal, Industry Solutions
Partha has over 13 years of consulting and industry experience in customer operations, supply chain, order
management and forecasting. He has consulted with many Fortune 500 companies in the High Tech and
Manufacturing sectors. Before joining Infosys, Partha worked at PwC Consulting/IBM Business Consulting out of
their Silicon Valley office. Prior to PwC, he spent several years in the industry, where his last position was Manager
of Corporate Planning and Forecasting at FedEx in Memphis, TN. Partha holds an MBA from the University of
Rochester, an MS from Virginia Tech and a B.Tech from Indian Institute of Technology (IIT), Bombay.
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10. About the Author
Pavan Kochar, Industry Solutions
Pavan is a supply chain domain expert, with a deep understanding of supply chain processes within the high tech
industry vertical. Her expertise spans across supply chain planning, forecasting, VMI, order fulfillment, order
management, and purchasing.
As a Principal in the Customer Operations area, Pavan works in a cross-functional team of business and technical
resources to conceptualize, develop, market, sell and deploy solutions to customers in the telecom OEM vertical.
Most recently, during the past 8 months, Pavan has been working on identifying continuous improvement
opportunities within Cisco’s Order Management cycle. She has been responsible for identifying the benefits associated
with IT and Operations integration across the order management cycle. She worked with a cross functional team of
IT and Operations (BPO) to help identify opportunities for bridging the gap between processes and the systems that
support them. Benefits identified include improvements in auto-booking, reduction in case resolution cycle time, and
productivity.
Prior to Infosys, Pavan worked for Valdero as a Director of Solutions responsible for selling and delivering inventory
visibility and management solutions for high tech OEMs. While at Valdero, she helped sell and deploy supply chain
applications for over 10 customers including Motorola, Polycom, Juniper Networks and Leapfrog.
Prior to Valdero, Pavan worked for Saltare as Director of Solutions and Presales where she was responsible for selling
and delivering collaborative supply chain solutions for companies like HP and ST Microelectronics.
Before Saltare, Pavan spent 6+ years in supply chain consulting at Accenture and Deloitte Consulting where she
worked on driving operational improvements for companies such as Freescale Semiconductor, Texas Instruments
and Frito Lay. She also worked closely with i2 Technologies where she helped drive the requirements for the first
semiconductor planning solution.
Pavan holds a Bachelor of Computer Science/Engineering from the University of Illinois at Urbana-Champaign.