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NEXT GEN BILLING- a look at the evolving role of billing Ehtisham Rao Asia Pacific Billing and RA 2011
Billing has changed
Revenue Management – The Building Blocks Revenue Management for the enterprise: each of these have to be addressed as part of the integrated Revenue Management initiatives The right segmentation can determine accuracy of uptake estimates and revenue potential in rapidly commoditized landscape Managing customers at the point of interaction includes payment facilitation, assuring access to product and service as well as capturing customer experience Assurance & Billing are cornerstones of capturing and realizing revenue through effective process and systems management up/downstream Forecasting demand and peak/off-peak pricing can make or break an operator’s value proposition. The balance between price and QoS, and what it takes to make the maximum a customer has to offer 1 2 3 4 Revenue Management building blocks Revenue Management Effective segmentation Assurance & Billing Customer Engagement Pricing & Inventory Human capital Applications Infrastructure
Customer Experience is the new Billing Phenomena ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Converged Payments Converged Charging Policy & Behavioral Intervention Partner Settlement Customer Adapt  Converged Intelligence Converged Platforms Opt Pay Consume Test Switch
Infrastructure and Technology Development Supply Chain Management Product Lifecycle Management Network Ops BSS/OSS Marketing  Sales Customer Service Customer Relationship Management Customers Suppliers The Value Chain Question Billing
What will the next generation revenue management look like? Rationale behind revenue model evolution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Target area for revenue management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Effective Segmentation Pricing & Inventory Assurance & Billing Customer Engagement
What’s wrong with this picture? Data  Ware house ERP BI RAID EBPP Billing Interconnect CRM Core Network GSM/GPRS Internet G/W MGW IN SMSC POS Mediation NPG VMS Access Network Customer profiling and charging happens here Policy management, Payment and service control happens here Customer Experience  happens here With latency between customer profiling and instance of service, BSS/OSS remain a backend function
What’s wrong with this picture? Call setup Call/Session/Payment request Call/Transaction Decision Quality Cost Preferences Presence Status Location Call setup Service Provider Network Converged  Session Billing Record
It’s a journey not a destination! New IN platform CRM upgrade 1 Hybrid Data Model SDP payment overhaul CRM upgrade 2 Customers can use location based discounting Customers able to use multipay for voice and pay for 3P services from handsets IMS & Mediation upgrade Customers pay for differentiated content during call, use multi channel video conferencing Process & Platforms Customer Outcomes
Behind the scenes—prepare for changes
Revenue Management – The Building Blocks Revenue Management for the enterprise: each of these have to be addressed as part of the integrated Revenue Management initiatives The right segmentation can determine accuracy of uptake estimates and revenue potential in rapidly commoditized landscape Managing customers at the point of interaction includes payment facilitation, assuring access to product and service as well as capturing customer experience Assurance & Billing are cornerstones of capturing and realizing revenue through effective process and systems management up/downstream Forecasting demand and peak/off-peak pricing can make or break an operator’s value proposition. The balance between price and QoS, and what it takes to make the maximum a customer has to offer 1 2 3 4 Revenue Management building blocks Revenue Management Effective segmentation Assurance & Billing Customer Engagement Pricing & Inventory Human capital Applications Infrastructure
Prepare for changes…behind the scenes Revenue ‘Group’ ,[object Object],[object Object],Qualitative attribute ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Spending type ,[object Object],[object Object],[object Object],IT/TECH  Interventions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Process  Areas ,[object Object],[object Object],[object Object],Type of Activity ,[object Object],[object Object],[object Object],[object Object],[object Object],Process ,[object Object],[object Object],[object Object],Systems Categories ,[object Object],[object Object],[object Object],Systems ,[object Object],[object Object],[object Object],Running vs. Initiatives ,[object Object],[object Object],Internal vs. External ,[object Object],[object Object],Supplier ,[object Object],[object Object],[object Object]
Business Process framework: relevance and maturity map Partner  Selection Partner Activation/ Deactivation Product definition Co-Marketing Revenue Model definition Channels Selection Channel Activation/ Deactivation Service Activation Usage Wholesale Management Fraud monitoring Investor Relations Communication & Image Strategic & Enterprise Planning Human Resources Purchasing Corporate & Legal Affairs Disaster Recovery & Security Finance, Administration & Control Quality Management, Process & Internal audit IT planning & Architecture Facilities Management Infrastructure & Collaboration Network & Traffic Management POS Mgmt Commissioning Resource Management and Operations Resource Management and Operations Resource Management and Operations Resource Management and Operations Defined Performed Business relevance Critical High Medium Low Maturity level Managed Support & Logistics Product definition & Marketing Sales & Fulfillment Assurance Product Catalogue Management Tariff Management Campaign & Retention Management Commercial Information Management Complaint mgmt Customer satisfaction survey Resource Inventory Management Document Management Billing Inquiry Customer Data Management Order Management Lead & Sales Management Contract Management Reporting Management* Customer interface management Survey execution Loyalty Campaign & Retention Execution Shipment Billing Billing Revenue Realization Wholesale billing Customer Base Analysis MNP
Business Processes and Supporting Systems map Support & Logistics Product definition & Marketing Sales & Fulfillment Assurance Product Catalogue Management Tariff Management Campaign & Retention Management Commercial Information Management Complaint mgmt Customer satisfaction survey Partner  Selection Partner Activation/ Deactivation Product definition Co-Marketing Revenue Model definition Content Partner Management Resource Inventory Management Channels Selection Channel Activation/ Deactivation Document Management Billing Inquiry Customer Data Management Order Management Lead & Sales Management Contract Management Reporting Management Customer interface management Survey execution Loyalty Campaign & Retention Execution Shipment Billing Billing Revenue Realization Resource Management and Operations Service Activation Usage Enterprise Management Wholesale Management Fraud monitoring Investor Relations Communication & Image Strategic & Enterprise Planning Human Resources Purchasing Corporate & Legal Affairs Disaster Recovery & Security Finance, Administration & Control Quality Management, Process & Internal audit IT planning & Architecture Facilities Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Wholesale billing Main IT Systems 3 46 40 49 Infrastructure & Collaboration Process area not covered by critical or blocking systems Network & Traffic Management Customer Base Analysis MNP Sales Channels Management POS Mgmt Commissioning Critical Blocking Criticality 3 46 46 41 9 27 2 2 2 2 20 23 23 23 32 32 32 32 32 32 12 4 4 26 48 7 7 33 24 28 28 10 22 14 14 8 15 8 50 11 11 11 11 18 39 29 1 1 1 1 1 1 1 1 1 1 1 1
Evolution driven by unique operator circumstances ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Case review – Billing Platform Upgrade Mediate Events Mediate IR and Billing Rate Bill Enrich/Apply rules Publish Bills Push to BI Active Mediation Real Time enhanced Rate & Bill Control Production of Bills & multichannel Customer engagement Real Time BI update (Active Datawarehousing) The immediate benefits were not the improvement of the existing KPIs but rather a great opportunity to redesign the entire Revenue Management proposition BILLING TEAMS FOR THE FUTURE
Get involved with your plans!
Translate Change as all encompassing not just a billing upgrade ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Process & Product Frameworks BILLING TEAMS FOR THE FUTURE ANALYSTS PLATFORM SPECIALISTS & OPERATIONS STAFF
Case—A look at Wimax service rollout at Mobilink. Analysis of approach towards revenue management.
An overview of the Pakistan Telecom Market (*) Source: Gov. Pakistan Statistics Division, PTA 2008 Report, ITU (**) In terms of Purchasing Power Parity Population:  161 millions Population growth: +2% Median age: 20.9 y.o. Urbanization rate: 34% Literacy rate: 53% Demographics GDP:  130 billions USD YoY GDP growth: +5.8% Per capita income**: 2900 USD Per capita income growth:  +4.2% Unemployment rate: 6.2% Economics Mobile subscribers: 88 Mil Mobile penetration: 55% Mobile subscr. growth (2007-08): +39.4% Mobile subscr. growth (2006-07): +80.7% Internet users: 3.5 Mil TKC market indicators ,[object Object],[object Object],[object Object],[object Object],[object Object],MNP launched  2007 but with minimal impact on the market. Prepaid activation process changed in Jan 2009 allowing only verified  customer records from national database to be activated on request… TLC Regulatory constraints
Mobile Operators—Competitive Landscape Market share dynamics 2000-2008 Competitor focus ,[object Object],[object Object],[object Object],[object Object],[object Object],37% Telenor ,[object Object],[object Object],Warid ,[object Object],[object Object],[object Object],Ufone ,[object Object],[object Object],Zong ,[object Object],[object Object],2000 2001 2002 2003 2004 2005 2006 2007 2008 Warid  Telenor  Zong  Ufone  Mobilink
Pakistan Telecom Mobile Market Offering ,[object Object],[object Object],[object Object],[object Object],[object Object],US-TDMA GSM GPRS EDGE UMTS WiMax Mobilink Ufone Telenor Warid Zong Instaphone               Operator Not licensed
A brand new service ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More of the same? Business case for IMS… Data  Ware house ERP BI RAID EBPP Billing Interconnect CRM Core Network GSM/GPRS MGW IN SMSC POS Mediation NPG VMS Access Network Core Data Core VoIP Incumbent New Nodes Sharing Platforms Planned Mediation
 
 
 
 
Thank you—any questions? ,[object Object],[object Object],[object Object],[object Object]

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Telecom Billing's evolving role in post pc era

  • 1. NEXT GEN BILLING- a look at the evolving role of billing Ehtisham Rao Asia Pacific Billing and RA 2011
  • 3. Revenue Management – The Building Blocks Revenue Management for the enterprise: each of these have to be addressed as part of the integrated Revenue Management initiatives The right segmentation can determine accuracy of uptake estimates and revenue potential in rapidly commoditized landscape Managing customers at the point of interaction includes payment facilitation, assuring access to product and service as well as capturing customer experience Assurance & Billing are cornerstones of capturing and realizing revenue through effective process and systems management up/downstream Forecasting demand and peak/off-peak pricing can make or break an operator’s value proposition. The balance between price and QoS, and what it takes to make the maximum a customer has to offer 1 2 3 4 Revenue Management building blocks Revenue Management Effective segmentation Assurance & Billing Customer Engagement Pricing & Inventory Human capital Applications Infrastructure
  • 4.
  • 5. Infrastructure and Technology Development Supply Chain Management Product Lifecycle Management Network Ops BSS/OSS Marketing Sales Customer Service Customer Relationship Management Customers Suppliers The Value Chain Question Billing
  • 6.
  • 7. What’s wrong with this picture? Data Ware house ERP BI RAID EBPP Billing Interconnect CRM Core Network GSM/GPRS Internet G/W MGW IN SMSC POS Mediation NPG VMS Access Network Customer profiling and charging happens here Policy management, Payment and service control happens here Customer Experience happens here With latency between customer profiling and instance of service, BSS/OSS remain a backend function
  • 8. What’s wrong with this picture? Call setup Call/Session/Payment request Call/Transaction Decision Quality Cost Preferences Presence Status Location Call setup Service Provider Network Converged Session Billing Record
  • 9. It’s a journey not a destination! New IN platform CRM upgrade 1 Hybrid Data Model SDP payment overhaul CRM upgrade 2 Customers can use location based discounting Customers able to use multipay for voice and pay for 3P services from handsets IMS & Mediation upgrade Customers pay for differentiated content during call, use multi channel video conferencing Process & Platforms Customer Outcomes
  • 11. Revenue Management – The Building Blocks Revenue Management for the enterprise: each of these have to be addressed as part of the integrated Revenue Management initiatives The right segmentation can determine accuracy of uptake estimates and revenue potential in rapidly commoditized landscape Managing customers at the point of interaction includes payment facilitation, assuring access to product and service as well as capturing customer experience Assurance & Billing are cornerstones of capturing and realizing revenue through effective process and systems management up/downstream Forecasting demand and peak/off-peak pricing can make or break an operator’s value proposition. The balance between price and QoS, and what it takes to make the maximum a customer has to offer 1 2 3 4 Revenue Management building blocks Revenue Management Effective segmentation Assurance & Billing Customer Engagement Pricing & Inventory Human capital Applications Infrastructure
  • 12.
  • 13. Business Process framework: relevance and maturity map Partner Selection Partner Activation/ Deactivation Product definition Co-Marketing Revenue Model definition Channels Selection Channel Activation/ Deactivation Service Activation Usage Wholesale Management Fraud monitoring Investor Relations Communication & Image Strategic & Enterprise Planning Human Resources Purchasing Corporate & Legal Affairs Disaster Recovery & Security Finance, Administration & Control Quality Management, Process & Internal audit IT planning & Architecture Facilities Management Infrastructure & Collaboration Network & Traffic Management POS Mgmt Commissioning Resource Management and Operations Resource Management and Operations Resource Management and Operations Resource Management and Operations Defined Performed Business relevance Critical High Medium Low Maturity level Managed Support & Logistics Product definition & Marketing Sales & Fulfillment Assurance Product Catalogue Management Tariff Management Campaign & Retention Management Commercial Information Management Complaint mgmt Customer satisfaction survey Resource Inventory Management Document Management Billing Inquiry Customer Data Management Order Management Lead & Sales Management Contract Management Reporting Management* Customer interface management Survey execution Loyalty Campaign & Retention Execution Shipment Billing Billing Revenue Realization Wholesale billing Customer Base Analysis MNP
  • 14.
  • 15.
  • 16. Case review – Billing Platform Upgrade Mediate Events Mediate IR and Billing Rate Bill Enrich/Apply rules Publish Bills Push to BI Active Mediation Real Time enhanced Rate & Bill Control Production of Bills & multichannel Customer engagement Real Time BI update (Active Datawarehousing) The immediate benefits were not the improvement of the existing KPIs but rather a great opportunity to redesign the entire Revenue Management proposition BILLING TEAMS FOR THE FUTURE
  • 17. Get involved with your plans!
  • 18.
  • 19. Case—A look at Wimax service rollout at Mobilink. Analysis of approach towards revenue management.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24. More of the same? Business case for IMS… Data Ware house ERP BI RAID EBPP Billing Interconnect CRM Core Network GSM/GPRS MGW IN SMSC POS Mediation NPG VMS Access Network Core Data Core VoIP Incumbent New Nodes Sharing Platforms Planned Mediation
  • 25.  
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  • 29.

Editor's Notes

  1. The idea behind revenue management is to not sell an additional unit of capacity for less than you expect to receive from another customer!
  2. Its not about the buzzwords-Convergence, Service oriented Architecture (SOA).The forces that drive change and the forces that resist change will in all likelihood do it for the same reason again and again. Marketing will blame idea to market time as unacceptably long. Sales and channel management will ask for processes to remain the same as the world transforms around them, IT and technical will want the world to be explained with technical constraints….revenue management suffers the most from silo-ed organizational structures. Revenue assurance and new revenue realization sit at the center of an organization’s survival strategy and yet do not drive the cohesion that is required for it to work in the first place…
  3. Its not about the buzzwords-Convergence, Service oriented Architecture (SOA).The forces that drive change and the forces that resist change will in all likelihood do it for the same reason again and again. Marketing will blame idea to market time as unacceptably long. Sales and channel management will ask for processes to remain the same as the world transforms around them, IT and technical will want the world to be explained with technical constraints….revenue management suffers the most from silo-ed organizational structures. Revenue assurance and new revenue realization sit at the center of an organization’s survival strategy and yet do not drive the cohesion that is required for it to work in the first place…
  4. Its not about the buzzwords-Convergence, Service oriented Architecture (SOA).The forces that drive change and the forces that resist change will in all likelihood do it for the same reason again and again. Marketing will blame idea to market time as unacceptably long. Sales and channel management will ask for processes to remain the same as the world transforms around them, IT and technical will want the world to be explained with technical constraints….revenue management suffers the most from silo-ed organizational structures. Revenue assurance and new revenue realization sit at the center of an organization’s survival strategy and yet do not drive the cohesion that is required for it to work in the first place…