Posted: April 18th, 2017 | Author: Harry Järn | Filed under: Compelling Cases, Uncategorized | Tags: 2degrees, FWD | No Comments »
Getting an app to the top of the rankings doesn’t obviously happen over the weekend. We at Comptel FWD have been working on the Digital Sales Channel, aka FWD, solution for more than two years, building, fine tuning & improving especially the UX we have always felt is & will be the key to success.
I will not go through the whole process from the early design principles of the FWD to the fine tunings together with 2degrees, but rather focus on what made the difference for 2degrees to get their Data Clock app (powered by FWD) to number one spot literally over the weekend in New Zealand.
Whatever is offered, needs to add value to the consumers. In case of the Data Clock (FWD), the pricing needs to be well thought so that it makes sense for the consumers. And the range of packets offered needs to be good enough. Not necessarily from minutes to months already at the launch, but extensive enough so that users can find what they need.
Data Clock pricing was carefully though over and the immediate feedback from new users was strongly supporting this. Also the time based packets offered in Data Clock covered from minutes to up to a day, so that users were able to find proper offer for their various needs. It was extensive enough for people to get interested, install the app & register as users.
We have also seen in all our cases that a proper free welcome packet makes a huge difference. It makes the first (and most difficult) purchase transaction easy & risk free for the consumers. Thus making the subsequent purchases easier. Data Clock offered 24 hour free welcome packet, something not seen before in the NZ markets.
One of FWD’s key functionalities is dynamic pricing. Operator may create happy hours, special discounts in minutes. And make them live immediately. That is something 2degrees did already at day 1, same day as they had Data Clock market launch. Happy hours are a great way to surprise users positively, get them curious about the service and to tell about the service further to their own networks. Positive surprises lead to viral effect.
2degrees have also used the capability of the system to show their customers they care in the case of major events. Shortly after launch NZ was hit with Cyclone Cook, 2degrees sent a poke to the base of data users “Take care out there” with a free 1 hour data packet. The company believes as the base grows, this will be an important social marketing tool, which can also let the company help those in need in times of natural disasters e.g. earthquakes etc.
Any launch needs to be supported by proper campaigns & visibility in different channels. We have seen from one case to another that driving app downloads & registrations the good old SMS is still very effective tool. But SMS campaigns need to be supported by proper materials e.g. in homepage, tutorials, FAQ etc.
That is exactly how 2degrees did it. Daily SMS campaigns, supported by a growing visibility in different media: web site, banner ads, TVC, Youtube, Facebook, POS, you name it.
As we are talking about a new service provided by a telco, the importance of an appropriate organization providing & delivering the service cannot be stressed too much.
Early on, the program needs an advocate who is connected well in the organisation to engender high level (C level and reports) engagement. This engagement will lead to faster results and drives a level of focus on the organisation to succeed, and to break away from traditional slow telco models that can inhibit growth.
Telco organizations have been created to provide, well, telco services. Typically the processes take their time, days, weeks, even months. With FWD the requirements for the supporting organization changes dramatically: creating a new offer or a new campaign in the solution takes only minutes. If the organization is not able to facilitate this kind of “internet speed”, the solution is not used according to its potential. Which will be immediately seen as lower service uptake.
In 2degrees case, they realized early on in the process that their current organization doesn’t properly facilitate FWD. So they created a flat virtual organization, where they have dedicated resources from relevant teams: Product, Finance, Comms, IT, Care & Sales.
This made it possible for 2degrees to utilize the new features of FWD already from the beginning. As an example, first pokes/dynamic pricing campaigns were launched at the same time with the market launch as described above.
Last but not least: there is clearly high demand and opportunity in the markets for new operator service & pricing models.
More about 2degrees Data Clock: https://www.2degreesmobile.co.nz/mobile/prepay/data-clock/
More about Comptel FWD: http://comptel.com/what-we-offer/solutions/digital-sales-channel-fwd/
Posted: July 13th, 2016 | Author: Ulla Huopaniemi | Filed under: Compelling Cases | Tags: customer experience, fulfillment, OSS, telco, telecom, telecoms | Comments Off on Through Network Transformation, POST Technologies Gains Flexibility, Operational Savings
Outdated back-end systems no longer offer the flexibility to help operators create the dynamic digital services their customers want, nor do they lead to cost-efficiency from an operational perspective. Recognising this, many service providers across the globe are undertaking challenging back-end fulfillment transformation projects for their networks, with the aim of reducing operational expenses and providing customers with next-generation digital services.
For telcos, these network transformations are complex enough, but add on complimented mergers, acquisitions, regulations and organisational restructuring, and the project can seem downright implausible.
However, one Comptel customer was able to achieve the seemingly impossible and re-engineer its network for better flexibility.
New Business Model Requires Back-End Transformation
After the leading Luxembourg postal and telecommunication service provider, POST Luxembourg, divided its existing telecommunication operations into two separate companies due to regulatory obligations, the organisation’s new business model required a back-end transformation.
POST Telecom would market telecommunication services to residential and corporate customers and POST Technologies would provide wholesale services to POST Telecom and to Other Licensed Operators (OLOs). The company needed to split the IT operations and processes that supported both divisions, while still meeting a regulatory requirement that all orders shared the same processes, regardless of which customer placed the order.
Although POST Technologies would not need to directly interface with residential and corporate customers, the company recognized that it still needed to transform its fulfilment architecture so that wholesale customers could deliver modern and innovative services to their various end users.
Regulations put an added layer of pressure on POST Technologies, as the company was given a tight implementation schedule – the first phase needed to be up and running within nine months.
Equipped for The Future
Stemming from a negative experience with a previous waterfall-based transformation that was based on fixed, pre-defined project design and timelines, POST Technologies decided to follow agile work principles for this particularly daunting project.
“Agile methods were already used by POST for development projects,” said Luca Nadalini, Head of OSS-ISS-Fulfillment for POST Technologies. “But this was the first time we applied them to a large transformation project.”
Comptel, which already applies agile methods in product development, was able and willing to work with POST Technologies using lean delivery.
After a three-year long planning and evaluation phase, using TM Forum’s Frameworx as references for terminology and best practices, POST Technologies selected Comptel’s FlowOne Fulfillment suite as the company’s unified fulfillment solution for all services, enabling automated, accurate and controlled workflows. The suite also offered POST Technologies flexible service portfolio development, enabling the company to meet changing market needs and improve competitiveness.
Best of all, POST Technologies gained the flexibility to adapt its fulfillment processes to new requirements in the future, without having to engage in another expensive transformation project.
Working with Comptel, POST Technologies was able to meet its business objectives in a very challenging timeline. POST has now completed the first phase of its transformation project, which has already led to an increase in operational efficiency, higher revenue and margin, and improved customer experience.
Download this Comptel case study to get the full story on how POST Technologies transformed its fulfillment architecture with Comptel’s FlowOne Fulfillment.
Posted: May 16th, 2016 | Author: Steve Hateley | Filed under: Compelling Cases | Tags: digital service lifecycle management, NFV, OSS/BSS, service orchestration | Comments Off on How Digital Service Lifecycle Management Delivers Speed, Configurability and Accuracy
Comptel participated in several partner showcases during last week’s TM Forum Live! 2016 in Nice, France, with one in particular reimagining the model of digital service delivery for the modern B2B and B2C customer.
As Comptel CTO Simon Osborne explained, Comptel partnered with IBM and Juniper Networks in an IBM Cloud-Based Networking architecture. The project introduces new strategies for leveraging software-defined networks (SDN) and network functions virtualisation. As a result, operators can efficiently automate and reconfigure parts of their network to enable automated, self-service digital service delivery. As part of the partnership, we’re contributing our Digital Service Lifecycle Management (DSLM) model, technology and expertise.
Digital Service Lifecycle Management (DSLM) architecture
In an earlier blog, I explained why this needs to happen. B2B and B2C customers today want personalisation, convenience and instant gratification in the purchasing process. Operators need to evolve their infrastructure to deliver better customer experiences to stay competitive, and network virtualisation gives operators the agility and flexibility they need to do so.
The key to introducing new capabilities gradually – since complete network overhauls aren’t practical for most operators – is to introduce “islands” of NFV capabilities into the network. On top of that, fresh approaches to managing the interconnection between physical and virtual resources will ensure operators can achieve this agility quickly, and at minimal cost.
In this post, I’ll explain just how you do that.
What is Digital Service Lifecycle Management
Comptel first introduced DSLM in our white paper – Digital Service Lifecycle Management: How CSPs Can Play a Successful Role in the Digital Economy. As Heavy Reading analyst Caroline Chappell wrote, operators today face competition from cloud-born companies like Google and Amazon, which have the infrastructure flexibility to spin up attractive new digital services much faster than the average operator.
Portraying the future role of operators as aggregators of digital services (from which the average consumer and business could buy whatever services they need to fill out their “personal digital ecosystems”), Chappell said network evolution is required to enable “on-demand personalised service creation.”
Digital Service Lifecycle Management (DSLM) layers
DSLM is how you evolve the network. It’s the middle portion of a three-tiered system that decides how virtual and physical network resources are managed to support service requests from front office systems.
How the Three-Tiered DSLM Model Works
This NFV-driven model requires three layers: one for resource management, one for digital service lifecycle management and one for business management.
The customer only ever sees the business management layer, which sits at the top and comprises the shopping environment, order configuration and payment tools. Customers configure and purchase services available through a digital catalogue, and automated ordering and billing capabilities ensure customer requests are quickly passed on for configuration and fulfillment.
The middle digital service lifecycle layer manages service composition through the service orchestration tool and the digital service catalogue. At this level, each new customer order is automatically checked for feasibility and availability, based on digital service definitions, service level agreements and inventory. That improves order quality and eliminates false service availability promises, which cuts down on customer dissatisfaction and the risk of order fallouts.
The resource management layer sits at the bottom and includes the infrastructure management tools and controllers that support physical and virtual network functions. When a customer inquiry for a new digital service arrives, this layer determines how best to deploy resources to fulfil that request.
With this NFV-driven model, operators can offer B2C and B2B customers alike a fast, accurate and automated, self-service buying experience. The digital catalogue can be scaled to include any new service, from your standard consumer or business IT and communications services, to network functionality, to IoT connectivity, to third-party SaaS solutions. That means operators can add to their capabilities as the digital economy grows and consumer demand evolves.
Where DSLM Fits in to IBM’s Cloud-Based Network
We brought our DSLM model to the IBM partnership, and it’s supported by FLOWONE, our service orchestration solution. Sitting in the middle between IBM’s Omni-channel Customer Engagement, and on top of a range of resource services and infrastructure tools that include Juniper’s NFV orchestration and infrastructure management solutions, it brings our vision for NFV-based fulfillment to reality.
The IBM Cloud-based Networking architecture was introduced recently at TM Forum’s Live! event but you can read more in the IBM Blog by Steven Teitzel, Telco Global Solution Exec – Network Transformation, IBM.
We invite you to visit Comptel at the Light Reading Big Communications Event in Austin 24-25th May to learn more about the Comptel model for dynamic digital service lifecycle management. Email ComptelMarketing@Comptel.com to schedule a meeting. Alternatively follow our updates and activity on Twitter (@shateley & @Comptelcorp) or via our LinkedIn feed.
You can also read more about the initiative from Comptel’s Simon Osborne, or catch up on our view of digital service lifecycle management through Nexterday.org, our online magazine and reader community.
Posted: April 28th, 2015 | Author: Steve Hateley | Filed under: Compelling Cases | Tags: Analysys Mason, service orchestration | Comments Off on Service Orchestration Overhaul Helps Mobily Optimise for Mobile’s Future
Like their counterparts around the world, Saudi Arabian consumers are hungry for mobile services. The most recent available government data showed that the country had a mobile subscription penetration rate of 176.9 percent in 2013, and that figure is only expected to grow.
Mobily, for one, now stands to benefit from this mobile service appetite after improving its service architecture. As we described in our new book, Operation Nexterday, Mobily successfully addressed several back-office inefficiencies, enabling the operator to capitalise on the demand for mobile services.
The company embarked on an ambitious plan in 2011 to re-engineer its entire service architecture for better flexibility, improved cost efficiency and faster time-to-market.
Complex Architecture Bogged Down Service Potential
Mobily has enjoyed steady growth in its customer base since launching in 2005, boasting 18.2 million mobile subscribers in its 2013 annual report. As we cover in Operation Nexterday, today’s consumer wants a multi-channel, automated, personalised, instantaneous digital buying experience. Generation Cloud wants services that move at their speed, and acknowledging this reality, Mobily decided to evaluate its back-office infrastructure to ensure it was well-positioned to serve these customers.
Mobily historically had developed its operation and business support systems (OSS / BSS) internally. In-house departments often developed applications independently of other parts of the company, which could sometimes result in out-of-sync design principals, inconsistent process terminology and redundant applications. This could complicate new products or services launches, which encouraged Mobily to seek out a simplified service architecture.
A Game Plan and Platform for Success
Mobily committed to a service overhaul in 2011. The operator relied on TM Forum standards as a framework to document its existing process flows, gaps and redundancies, which made it easier to develop a strategy to address those weaknesses.
That was followed by a switch to a new Comptel service orchestration platform, which offered a consolidated, simplified and automated operational back-end. After the revamp, Mobily was able to reduce operational and support costs and ensure faster time-to-market. Execution timelines for new product launches were reduced from two days to 30 minutes, and fulfilment order processing shrank from 15 minutes to 10 seconds.
The initiative unlocked $95 million in direct operational savings, but most crucially, it allowed Mobily to establish a more flexible foundation for service development. Today, Mobily is in a much better position to address the needs of Generation Cloud and profit from a dynamic digital buying experience.
Download this case study from Analysys Mason to learn how Mobily re-engineered its service architecture with Comptel OSS Solutions.
Posted: May 16th, 2014 | Author: Steve Hateley | Filed under: Compelling Cases | Tags: Analysys Mason, Chorus, fibre, fulfillment, New Zealand, provisioning, ultra-fast broadband | 2 Comments »
If the telco industry will remember anything from 2014, it will be the decisive move toward disruptive technologies. With Over-the-Top (OTT) services and IPTV eating away at traditional sources of revenue, communications service providers (CSPs) are working hard to differentiate in an increasingly competitive and commoditised landscape.
A growing number of fixed broadband providers are turning to automated fibre fulfillment systems to stay ahead. Fibre deployments have been largely impractical for many CSPs, because of cost considerations and logistical reasons, but the need for disruptive tactics may change that trend. After all, ultra-fast broadband connections will be a unique offering in many countries. Pyramid Research estimates that only 35 percent of households worldwide will have a broadband connection this year.
Fibre fulfillment systems will be key differentiators for CSPs, as they will enable more efficient, seamless service delivery to see through customer demand. Comptel customer Chorus New Zealand was one such company that saw the benefits that could be realised – and this week, we were recognised with a Global Telecoms Business Innovation Award for our work together!
The Fibre Future
Chorus is New Zealand’s largest telecommunications infrastructure company. In late 2012, the business was looking for a modern fibre service fulfillment system that offered order management, large-scale logical inventory and activation capabilities that would help establish the company as a standalone entity from Telecom New Zealand. Chorus had recently been awarded a number of ultra-fast broadband contracts and set the goal of delivering a “best-in-class” fibre broadband experience to more than 830,000 New Zealand homes. That’s where we came in.
“Instead of undertaking a major OSS transformation that promised to be cumbersome and costly, Chorus New Zealand elected to pursue an ‘intelligent evolution’ project,” stated Dr. Mark H. Mortensen, author of the Analysys Mason case study. “The major benefit to doing so was it allowed them to provide a fully automated stack based on Comptel’s industry standards-based framework. As a result, Chorus experienced a 40 percent reduction in the time required to electronically provision a fibre connection to a customer’s premises.”
Through such an intelligent OSS evolution, the traditional barriers to fibre deployment fall away. By almost reducing the time of fibre provisioning by half, Chorus guaranteed that the ROI from fibre would be apparent much earlier in the deployment lifecycle. In turn, both the business and customers started to see the benefits of ultra-fast broadband sooner.
The service agility, operational flexibility and rapid time-to-market made possible can become serious differentiators for CSPs in the coming years. The companies that successfully deploy and deliver fibre, supported by automated, catalog-driven fulfillment and by undertaking an end-to-end approach, will pull out ahead of the competition. It also opens up the opportunity for more innovation and better customer service that will generate new streams of revenue to counter the risks of commoditisation.
Want to learn more about the award-winning Chorus & Comptel fibre fulfillment project? Download the full case study!
Posted: September 5th, 2012 | Author: Malla Poikela | Filed under: Compelling Cases | Tags: billing, Communications Service Provider, Compelling Cases, Comptel, CSP, European, fulfillment, mediation, Network, Southern Europe, Subscribers, transactions, unified platform | Comments Off on Compelling Cases: Comptel Convergent Mediation in Action
Last week, we introduced our new blog post series, Compelling Cases, where we showcased a Southern European operator looking to stimulate growth and accelerate revenue generation. With the help of Comptel Fulfillment, the operator was able to implement a more productive service delivery process. Continuing on with our series showcasing Comptel in action, today we look at another major European operator that drastically simplified its network complexity and gained significant cost savings with Comptel Convergent Mediation
As is the case with many communications service providers (CSPs), while experiencing mobile subscriber growth this leading European CSP was also faced with more network transactions that needed to be gathered and converted into billable records. In particular, the CSP was seeking a solution that would allow it to more easily manage the collection and transformation of network billing transactions from its five operating companies with various network types. To accomplish this, the CSP turned to Comptel Convergent Mediation.
With Comptel’s Convergent Mediation, the CSP was able to harness its multiple networks into one unified platform where billing records from more than 40 million subscribers is now being efficiently processed – making for the largest single subscribers’ billing records processing system in Europe. Running on Linux-based hardware, Comptel’s solution is highly scalable so that the CSP can manage billions of events per day. And, the CSP now has the processing power to enable future growth with LTE transactions.
This complex mediation consolidation project was delivered in phases: The first phase was finalised in Q4 2011, within the same year that the contract was closed (Q1 2011). The completion of the second phase of the delivery project occurred in Q1 2012 and set the precedent for handling several billions of billing records generated by millions of subscribers in a single mediation system on daily basis.
Visit our website to view this announcement, or see more third-party validated case studies, visit TechValidate-Comptel Solutions
Posted: August 24th, 2012 | Author: Steve Hateley | Filed under: Compelling Cases | Tags: Compelling Cases, Comptel, Comptel Catalog, CSPs, fulfillment, IT, Making Data Beautiful, mobile, order management, provisioning and activation, ROI, service provider, Southern Europe | 1 Comment »
As part of our “making data beautiful” initiative here at Comptel, we’d like to share real-life examples of how we’ve helped communications service providers (CSPs) put this idea into action. Today, we’re launching an ongoing series, “Compelling Cases: Comptel in Action,” that showcases the various successes of our work with CSPs through mini-case studies. These stories will illustrate real-life examples of Comptel’s solutions in action, starting off with today’s inaugural post on increasing productivity through streamlined service delivery.
Realising the need to stimulate growth and accelerate revenue generation, a mobile service provider based in Southern Europe embarked on a task to achieve these goals. To do this, the service provider sought to more efficiently introduce new products and services to its customers and to better manage its assets. After considering several competing vendors, the CSP opted to deploy Comptel Fulfillment, which would enable it to achieve its goals of offering a broader portfolio of products and services and simplify its service creation process.
With Comptel Fulfillment, the CSP would be able to take a multi-dimensional approach to solving its challenge. Specifically, Comptel Provisioning and Activation fully automates the process of activating subscriber orders, Order Management for end-to-end control of customer purchases, and Comptel Catalog for breaking down a sellable product bundle into technical network capabilities.
After beginning work with Comptel, the CSP was able to increase its process and IT efficiency, plus increase operational staff productivity by up to 10%. On top of this, a return on investment (ROI) is anticipated in just 18 months from the time of deployment. Ultimately, the CSP’s fully integrated approach to service order orchestration means they now have streamlined service delivery, improved asset management and a lower total-cost-of-ownership.
This and other third-party validated case studies are available at TechValidate-Comptel Solutions