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HUAWEI TECHNOLOGIES CO., LTD.
CEM as an Enabler of Service Provider Operational
Transformation
Ratko Vukovic, CEM Consultant

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 2
CEM – Business Management Tool
- Action based on stimulus
- No desire to plan
- Execution is disorganized with poor internal coordination.
- Reactive but have a set of processes and procedures that are used to react
- Planning is focused on how to react better and on optimizing these processes
- Spend extensive effort on analytics and anticipates the business needs
- Processes that are triggered having a degree of automation
- Well-documented processes extensive organizational coordination
- Long-term plans
- Proactive but also have information technology in place that are able to trigger change
automatically based on automated metrics analysis
that supports the company transformation to become a Proactive and Adaptive Organization

Network Vs Customer Centric (CEM) Approach
CEM, Customer Centric ApproachTraditional, Network/System Centric Approach
?
measurements
• It is measurements of customer experience independently of network and systems
to get a view on Organization, Processes, Systems and Networks that deliver the service

Customer Expect Transparency
”Disruptive” Technology (Skype)
 Customer experience objective mesurements (agent) integrated with
the client
 Subjective mesurements (surveys) are provided on break-up calls to
other networks (Skype-out)
 Self Management to buy (minutes, terminals, accessories, etc) and
to get support
 No Customer Care centre to call, only FAQ, technical support and
user forum
 The solution can be inspirational but can not be copied
 Skype and other ”call control providers” don’t take responsibility for
the most critical aspects of quality : access network

Responsibility & Care Evolution
STP
ISDN ISDN
SAPa SAPb
Customer Care
Pay
Become
Aware &
Select
Buy
UseGet Help
Loyalty
Customer Lifecycle Self Care
1970
My Mobile
My Services
2005
2012-2020
My WIFI
My Mobile(LTE)
Other Mobile/WIFI
NOC
SOC

Mesurement Strategy: Use of Service
BSC/RNC
GnGb/IuPS
Success, Time, IMEI
Errors, IMSI, Cell Success, Time, APN
Errors, IMSI, IMEI. Cell
PDP activation / res
Attach request / accept
Detach request / accept
PDP deactivate / res
Gb/IuPS
Probe
Service, Success, Time,
Errors, Time
HTTP connect / rep /ack
HTTP (post/get)/rep/ack
HTTP disconnect /rep/ack
Gn
Probe
HTTP, Streaming, etcSGSN GGSNMS
Transport KPIs (Jitter. Ploss, Latency, Usage, etc) Application protocols/
services (DPI)
DPI
Basic E-mail P2P VoIP Streaming IM
WAP SMTP (SSL) eDonkey Skype Out/In RTP/RTPS MSN
HTTP/HTTPS POP3 (SSL) Bittorent+ SIP, Diameter RealPlayer GoogleTalk
Facebook IMAP4 (SSL) FlashGet H323, MGCP MS_Media YahooMSG
Twitter Webmail Thunder Net2Phone Flash_Yahoo Skype IM
Radius MS_Exchange HotLine GoogleTalk PPLive ICQ
Gaming LotusNotes GNUTELLA Shutter YouTube Viber
Win_Update Blackberry DirectConnect UUCall AOL_Video Whatsapp
Battery usage,
Location (GPS)
RAT
CE
Agent
correlation
Subjective
(NPS Style)
Cell_Id

SOC is the Key for
Service & User Centric Operation Transformation
HUAWEI defines that :
The Service Operation Center(SOC) provides a service & user centric
operation capability that enables superior service experience and operational
efficiency, together with revenue & margin enhancement.
Customer centric approach in measurement is used to build IT systems which
together with set of processes constitute SOC.

SOC – Focal Point of Service Operation
AS-IS TO-BE 1： SOC As Buffer Dept.
TO-BE 2: SOC As Part of NOC 2.0
TO-BE 3: SOC As Part of Customer Care 2.0

Organization
CTO
NOC
FLM
P&E
SOC
Platform
Maintenance
Proactive
Surveillance
Predictive
Analysis
Demarcation
Help Desk
SOC
Optimization
Resolution
PlatformMetric
Customer
Experience
Service
Quality
Operation
Efficiency
• VIP Satisfaction
• Complaint Ratio
• MTTR
• Service KQI
• Voice, SMS, MMS,
Web, Wap, Email,
Streaming,
• Mean Time to
Demarcation
• Mean Time to
Troubleshooting
Process + Organization + Criteria + Platform
Process
Starts Transformation from 4 Pillars

Change Request
TT/Work request
Alarm Priority setting
Service Operation
Center (SOC)
Sales Account
Management
Network Planning
& Engineering
3rd Party Service
Providers
NOC
Customers
Telecom & IT Networks
Marketing
Customer Care
Responsible
Drive
Support
KQI/KPIAlarms
Provisioning
& SLA Support
Customer reported
Problems & Request
Problem resolution
Knowledge base
BI
Support
Reports/ Capacity
Expansion Request
New Site
Integration
problems escalations
Define External Process Interactions
Determine By Cases
Process Organization Criteria Platform

SOC
process
NOC
process
SIP
Managed
Network Design
Capacity
Management
Managed
Network
Planning
Huawei MSUP Functional Architecture
Operations Support &
Readiness
OPS
Fulfilment Assurance Billing
Work Force Mgt.
Spare Parts Mgt.
Configuration Mgt.
Operation
Acceptance
Supplier Mgt.
Provisioning
Release
Management
Billing
Mediation & Rating
Interconnected
Settlement
Service Desk
Network
Surveillance
Fault
Management
Performance
Management
Preventive
Maintenance
Enterprise Management
Managed
Network Rollout
Change Mgt.
Problem
Management
Invoicing
Account Receivable
Debt Collection
Infrastructure
Lifecycle Mgmt.
ISMS QMS SLM TrainingBCM
Strategy &
Commit
Network
Development
Network
Strategic
Planning
Service Delivery
Service
Strategic
Planning
Service
Development
Service Quality
Monitoring &
Demarcation
VIP Care
Service Quality
Reporting
Data Collection & Distribution
Knowledge
Management
Project &
Program
Management
Human Resource
Mgmt
Enterprise Effectiveness Mgmt.Enterprise Risk Mgmt.
Process is the CORE ELEMENT in Operation. During establishment, the detailed
processes should be tailored on-site to suit the finalised organisation.
3 Major Processes are
Certified by TMF eTOM
•VIP Care
•Service Monitoring
•Service Reporting
Process Framework: Mapping eTOM

SOC
NOC
Service Quality Degradation Demarcation
Close SQDT
SQDT
3rd
Party
SP Mgmt.
SLA/OLA
3
Monitor VIP service
Quality
MTTC
MTTR
MTTV
Service
Reporting
Service
Demarcating
Service
Monitoring
Performance Mgmt.
Customer
Care
3
Service
DeskHelp Desk
Service
Desk
MTTD MTTT
Performance
Troubleshooting
Change
Mgmt.
Workforce
Mgmt.
Fault
Mgmt.
Report VIP
Service Quality
Customer
Care
SOC External
interface
SOC Internal
Interface
SQDT
Service Quality
Reporting Mgmt.
Service Quality
Reporting Mgmt.
VIP Complaint
VIP
Report
Example: VIP Care Process
Alarms for
abnormal Event
Proactive
Customer
CareReactive

Manage Your Service Quality
KQI Dashboard for each service
Process Support
Platform Support
•Alarm Consolidation
•Impact Evaluation
•Trouble Ticketing Dispatch
•Threshold Adjustment
Service Monitoring Team
Demarcation &
Resolution
Support
Impact Evaluation &
Dispatch Trouble Tickets
Service Quality Monitoring & Reporting

Manage Your Service Quality
GGSN
GMSC
HLR
SGSN
MGW & MSC
RNC
Cell/Node B
SMSC
PSTN/PLMN
Internet
5.4%User
50.6%Radio
5.3%CN
38.7%SP
Basic Demarcation
Deeper Demarcation
and Resolution
Support
Demarcation & Resolution Support

SGSN
RNC
Iu-PS
Probe
Node B CHR
RNC CHR/MR
PS CHR
Problem Troubleshooting in Wireless Domain
RANCore
SP
Device 30%
5%
12%5%40%
8%
Poor Signal Coverage Pilot Pollution
UL/DL Interference Frequent Handover
RF Resource Overload Others
Deep Demarcation Analysis
RAN
issue
 TOP critical cell & KQI
 Fault location
(RF, Backhaul, antenna)
 Root cause analysis by
geo-location
Service Problem Troubleshooting
Demarcation
•Send TT & Notification
TT to Optimization
Team
Service Problem Troubleshooting in Wireless domain(example)
Nastar

Flexible
Formats
High Efficiency
Multi-Level Multi-
Objects
Tailored made
KQI Customization
By SMS/Email Sending
By
CXO/GM/Manager/Engin
eer levels
By PPT/Word/Excel By Traffic / Service Quality
By Daily/Weekly/
Monthly
Review the
Service Quality
Report
Send the Service
Quality Report to
related parties
Customize
Report
Template
Revise Service
Quality Report
Confirm whether to
Customize service
quality Report
Service Quality Reporting Management E2E Process
Generate
Service Quality
Report
Service Quality Reporting

Operation
NOCFLM
P&E Front Office
Back Office
Performance
Management
AS-IS
Transformation
Design Your Organization
Example in Operator X
Process Organization Metric Platform
Operation
NOC SOC
Service Desk
User Care
(VIP/Group/Roaming)
Service Quality
Monitoring
Service Quality
Reporting
Platform Management
Strategy & Process
Service Optimization
Analysis & Demarcation

SmartCare CEM KQIs/KSIs
Voice WEB Browsing SMS MMS WAP
Networkand
Non-networkbased
• Perceived Call
Success Rate
• E2E Call Connection
Delay
• Perceived Call Drop
Rate
• Good Voice Quality
Rate
• Page Response
Success Rate
• Page Response
Delay
• Page Browsing
Success Rate
• Page Browsing Delay
• Page Download
Throughput
• SMS Origination
Success Rate
• SMS Origination
Delay
• SMS Termination
Success Rate
• SMS Termination
Delay
• MMS Send Success
Rate
• MMS Send Delay
• MMS Download
Success Rate
• MMS Receive Delay
• MMS Send
Throughput
• MMS Download
Throughput
• Page Response
Success Rate
• Page Response
Delay
• Page Browsing
Success Rate
• Page Browsing Delay
• Page Download
Throughput
Bill Payment Advice of Charge View Bill Add-on Top Up
• Service reliability
• Service accuracy
• Operation efficiency
of customer billing
• Keep customer
informed
• Channel operational
efficiency for advice of
charge
• Keep customer
informed
• Operational efficiency
for bill view
• Network provisioning
• Bill service
maintainability
• Bill operational
efficiency for Add on
• Operation efficiency
of top up
Process Organization Metric Platform

Huawei Managed Services (SOC)
It enables fast implementation of SOC functions buy
 Deployment of CEM/SQM platform
 Bringing expertise in technology and operational areas
 Governance and processes according to the standards
and best practice
With set of consulting services assists CSP to
 Improve/reshape the current processes
 Build organization
 Improve competence level

Success practice: Operator in Asia
22 million
End-users’ superior service
experience assured
68%
Overall complaint ratio
reduced
49%
MTTR reduced
55%
PS demarcation success
rate improved (from 34% to 89%)
112%
Data traffic increased in 6
months
9%
CS demarcation success
rate improved (from 76% to 85%)
Customer Challenges
Solution Implementation challenges:
• Time, Efficiency, Revenue, Satisfaction Improvement
• True Customer-Centric Operation Model Change
Solution Highlight
Process: NOC to SOC transformation, with Cross-silo Linkages Across
Network, Marketing, & Customer Care departments.
Value: Improved customer satisfaction by dramatic reduction in Customer
complaint handling time, and resolution success rate.

Key Points
 CEM is approach in managing business
 The business benefits of CEM/SQM monitoring systems can only be
achieved if the service performance measurements are accompanied with
the tools supporting service problem resolution and service reporting
 The service monitoring, reporting and resolution needs to be
defined/implemented in terms of Process, Organization, Metrics and
Tools/Platform
 SOC concept is the most effective organizational form to start the
transformation process and to achieve the business objectives

Thank You
Copyright©2012 Huawei Technologies Co., Ltd. All Rights Reserved.
The information contained in this document is for reference purpose only, and is subject to change or withdrawal
according to specific customer requirements and conditions.

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