Comptel Launches New Version of its Fulfillment Product

Today, we’re excited to announce the availability of Comptel Fulfillment 8, the latest version of our catalog-driven platform that enables communications service providers (CSPs) to streamline and manage the end-to-end process of service order capture to service delivery.

This new version of Comptel Fulfillment was designed specifically to reduce the complexity of today’s multi-faceted, blended communications environment and expedite the deployment and launch of rich communications services. For instance, the highly performing platform, which brings to life our Next Generation Fulfillment strategy unveiled last autumn, enables CSPs to manage a broader portfolio of products and services. This includes the inclusion of third-party applications and content, which supplements the traditional product offerings of the CSP—and simplified service creation with the link to an agile and efficient service catalog.

On top of that, Comptel Fulfillment 8 monitors and expedites the end-to-end process from service-order capture to service delivery with precision and minimal human intervention, which greatly reduces the likelihood of failed orders, disappointed customers and ultimately lost revenue. Utilising a common platform and fully integrated components, such as a statefully aware service and resource inventory, the product understands the status and context of CSPs’ networks, customers and service use – and its open flexibility makes rapidly responding to changing market requirements easier.

With customer expectations continuing to rise, CSPs are under tremendous pressure to meet, and exceed demand with fast, accurate and customised service delivery. We’re proud that our new fulfillment solution enables this by giving CSPs superior command of their products and services and the ability to better incorporate innovations into their offerings. For more information, read today’s full announcement on Comptel Fulfillment 8.

Reflecting on My First Three Months with Comptel

I promised to write a follow-up blog post after completing Comptel’s rebranding and spending one quarter with the company. I was especially inspired to do this after one of the Finnish business papers asked me to describe how I felt after having spent 100 days in my new role—but in just one sentence.

Requests for this type of ‘elevator pitch’ can be extremely difficult, particularly to be so concise, but mine came pretty easily: “It’s refreshing to be in a company where the values are high on senior leaders’ agendas and present in everything we do.” And after sharing this ‘elevator pitch’, it became even clearer to me that my colleagues, who have been with the company a bit longer, have positively experienced the change Comptel has gone through in the past year, and that other newcomers like me have also welcomed the spirit of the highly knowledgeable and friendly people we have.

In the last blog post, I also discussed the ‘love business’ and how the majority of consumers feel like they haven’t been getting enough love from their communications service providers (CSPs). I feel like discussing this softer side of doing business is critical for any organisation that wants to succeed. So, I’ve tried to summarise our corporate values and make them a bit more concrete with a couple of my own recent experiences as examples.

For instance, last week, I had the privilege of participating in a session where the core members of our analytics team shared their backgrounds and where they would like to see Comptel go in this space. There were many fascinating stories with members of the group talking about their Ph.D.s in mathematics, shared passions for solving problems, and journeys from battling trial and error to ultimately achieving real success when demonstrating how their algorithms can help CSPs get closer to their customers (e.g. predicting the churners with extreme accuracy). This was the perfect setting for showing our excitement about the value add we deliver to our customers and our focus on constantly making things happen and improving the results. I regret that I did not capture those stories via video, but we will soon have a short one featuring Matti Aksela, vice president of analytics. (In the meantime, you can read about Matti’s views on customer experience management in the April-May issue of VanillaPlus,)

Similarly, I visited three of our main offices: Sao Paulo, Brasil; Reading, U.K.; and Kuala Lumpur, Malaysia, and found that it was really refreshing to see positive energy, close collaboration at both the global and regional levels, and a strong desire to meet our customers’ needs. And, respect, which is challenging to execute across all individuals in an organisation, was clearly evident as well. I believe the diverse cultural mix across our global organisation lends well to the way respect is shown and expressed—whether it is related to customer requirements or collegial collaboration.

Am I still in a honeymoon phase with Comptel? I don’t think so after hearing that long-time employees share the same feelings—and that they were the ones who established and have made our corporate values happen. The key to this: believing that nothing is impossible and being able to put egos aside and respecting decisions made as a team versus as individuals.

It’s interesting to see how our four values—passion, united, respect and make it happen—are related. It is a bit difficult to make the most out of oneself without passion, and business today is such a complex entity of variables that nobody can make it alone; thus, it is critical to unite and collaborate. Without respect, we cannot ensure that our work is fully resourced and timed to deliver the expected results, such as the processing of more than half a billion network transactions daily for Telefónica Central America.

Comptel’s business outlook is ambitious, requiring constantly winning new customers and enhancing our portfolio by launching new products, solutions and services—all while improving our productivity. The key to achieving these objectives is to align all of the forces needed to reach these goals, ensure a shared direction, keep people motivated and tweak the environment to produce winning teams. I believe that well-implemented values like ours provide fuel for the engine needed to deliver such promises to the market.

This was my reflection from my past three months at Comptel, but as I’m more of a forward-looking person, I would like to briefly highlight our presence at Management World 2012 next week. We are excited to meet with customers, partners and prospects, and discuss how we can help CSPs understand the status and context of their networks and their customers and their service use, rapidly respond to changing market requirements and, more importantly, institute the best approaches for predicting churners and generating new revenue opportunities for better business. We are all passionate and excited about showing how our ‘event-analysis-action’ strategic framework has been operationalised. Hope to see you in Dublin and ‘co’nverse on making data even more beautiful!

The Rising Importance of Proof-of-Concepts

Recently, outside of my working life at Comptel, two of my friends have been looking for new jobs after a considerable time in their current roles.

Separately, they both shared with me their remarkably similar job seeking experiences. They explained there appeared to be more candidates looking and immediately available, and stated that the interview process was longer, harder and had more steps than they had remembered. Significantly, my mates had to attend lengthy assessment centres, where they had to literally demonstrate their suitability for the prospective jobs.

I am pleased to announce they were both successful in their applications, but the steps, themes and parallels they encountered made me think of the current way telecoms software providers are selected by communications service providers (CSP).

From my position as project manager in Comptel’s Europe West services team, I acknowledge the rising importance of proof-of-concepts in the procurement process. Has this become the equivalent of the assessment centre in an interview process? Helping customers to assess and select the right vendor for them?

For a measured financial outlay, proof-of-concepts can be of enormous mutual benefit to both technology providers and CSP customers:

Suitability: Our customers can experience first-hand the suitability or relevance of Comptel’s products and solutions against their specified functional user scenarios. As the supplier, we can ensure that we properly understand the requirements and priorities that matter to our customers (and on occasions, gain ideas on how to improve our core products for all customers!). Furthermore, customers can assess the impact of a potential new solution on their businesses.

Technical Solution: Technically, both parties immediately understand how they can integrate a new solution with existing systems and interfaces. Through hands on knowledge of the requirements and technicalities, Comptel can accurately and confidently deliver fixed price quotes.

Commitment: A proof-of-concept is a real statement of intent from both parties; they are committed to reviewing and proving the solution is appropriate for the product and strategy.

Risk: Investing in a new solution is a substantial decision by CSPs. With an upfront proof-of-concept, the risk to the business is reduced through upfront working and engagement. Comptel ensures that it understands CSPs’ businesses, and that its solutions can really meet their requirements.

Head Start: By investing in a proof-of-concept, it allows both parties to make a head start when the full implementation project is approved. There is a common understanding and relationship in place from day one. Unlike a brand new customer, contracts and ways of working together are understood, reducing kick-off lead times.

Learning: Through a proof-of-concept, all participants learn, from subtle things such as understanding customers’ key business drivers, to actually meeting the Comptel personalities that will work on the main implementation!

From a Europe West services perspective, I enjoy being asked to manage proof-of-concepts. They are often fast-paced, focused and provide Comptel with an opportunity to show its strengths and values.

I also believe that going through an interview process does not have to be stressful—it’s a collaborative event to make sure that both parties understand each other and can work together to deliver success. Comptel believes in the value of understanding and working together with its customers!

Exceeding Customer Expectations with Services

Ralph Booth joined Comptel’s Europe West services team as a contract project manager towards the end of last summer and enjoyed it so much he became a permanent employee by the end of the year. In this blog post, Ralph explains why he was impressed by Comptel’s services proposition and strategy.

Since joining Comptel in August 2011, I have found the company’s approach to services particularly refreshing and relevant in today’s market. More often than not for market-leading software providers, the description of services in customer proposals comes loaded with delivery facts, boastful methodology claims and complex resourcing suggestions. In the current market, customers look beyond these brochure-style claims and instead look for a partner to help them evolve, develop and lead. Whilst Comptel is founded on a heritage of successful deliveries, I have found we also have a more relevant services offering that expands our services footprint beyond the traditional delivery credibility into a more engaging and personal service approach. This is what makes frontline services such an exciting and important part of Comptel’s evolving business—we really are all about the customer.

Regional Emphasis: Comptel adopts a regional approach to services, positioning teams in local hubs to bring customers closer to design and implementation work. In Europe West alone, we have regional offices in the U.K., Netherlands, Germany, Bulgaria and Italy. A regional approach guarantees that Comptel builds lasting relationships with our clients.

Relationships and Continuity: During my induction programme, I learned that the average number of years of service by Comptel employees was around five. This emphasis on continuity is crucial in providing a common approach and retaining knowledge about our customers, their preferences and solutions. The experience within the business of our customers allows us to start conversations from a position of mutual understanding.

Relevance and Structure: Services in Comptel are logically structured and include the skills and expertise one would expect, ranging from solution architects, software developers, support teams, project management and ongoing customer care and contact through client management. These defined roles allow us to build sensibly sized project teams with clearly defined roles and objectives that customers understand and can relate to. Furthermore, project team members are accessible and easily contacted or brought on site. Comptel’s customers get to know the personalities who work with them on their deployments!

Interaction and Management Accessibility: Comptel values regular internal and external steering boards. These are held to share, assess and track progress of projects. Significantly, the emphasis placed on these sessions means they are well supported, with senior management attending to listen to the feedback. Feedback is also encouraged through customer satisfaction surveys that look to understand what went well and on occasions what can be improved next time.

Project Management: Comptel recognises the benefit of good, old-fashioned project management and insists on having a dedicated project manager on all of our major programmes. This approach provides our customers with leadership and direction, but also makes a very clear statement as to the level of accountability the services team feels about its work.

To sum up, my impressions thus far are that services from Comptel more than meet our customers’ expectations. Comptel is large enough to deliver, lead and influence, but is small enough to listen to, engage with and build lasting relationships with its customers.

Comptel Comes to Turkey to Make Data Beautiful

For the telecom industry, spring is always such an interesting time due to the variety of events taking place. Most of us divide the season into the periods of ‘before and after Mobile World Congress’ and ‘by Management World’. Comptel’s no exception to this—we are participating in a number of events in the first half of 2012, as we continue to build our presence closer to customers, fulfilling the promise of growth to shareholders.

To obtain new customers and to make existing ones even happier, we continuously look for opportunities to operate in their local markets. So, this week, we are attending Eurasia Com in Istanbul, Turkey. Our CEO, Juhani Hintikka, along with other Comptelians, will be on hand at the conference and the networking event on the 20^th of March, which we have sponsored in celebration of the opening of a new office in the country.

Personally, I regret that I cannot attend the event. Istanbul is a wonderful city with a mixture of Asian, European and Middle Eastern cultures. I lived in Istanbul when the famous WAP-era was about to start and there was talk about bringing Internet to everyone’s pockets. In those days, we had a hint of what was to come in mobile, but both technology and understanding of end-user needs needed a few rounds of evolution before the mobile Internet could truly take off. The business models between the network providers and service and applications providers have also developed drastically.

Another milestone I can recall from my experience in Turkey’s telecom landscape happened about five years ago, when the industry started to talk about customer experience. I had the privilege, with a former colleague, to benchmark where one of the Turkish service providers were in terms of customer experience, compared to one of the leading Western European service providers. Since then, the situation of Turkey’s telecommunications has changed quite a bit. In fact, according to the CIA World Fact Book, it is a “comprehensive telecommunications network undergoing rapid modernization and expansion especially in mobile-cellular services.”

Turkey indeed is an important market for Comptel, and we aim to continue building a strong presence there. I wish a great event to all of the Eurasia Com participants and hope you’ll attend the networking event introducing us and our “Making Data Beautiful” messaging to the country.

Reflections on Comptel’s New Branding – “Making Data Beautiful”

‘I like not only to be loved but to be told I am loved.’

–English writer George Elliot (1819-1880)

If somebody had told me ten years ago that I would be talking about love in the context of telecommunications, I probably would have had an amused smile on my face and just continued with the technology and business jargon we used to have in conversations. Talking about beautiful data would have been an entertaining topic for the industry, where the competition was about the speed of launching new technology and compliance with standards.

The bright engineers, attractiveness of the communications service provider (CSP) business and innovations out of Silicon Valley have enabled, if not forced, a reasonably fast change of attitude in the telecommunications and Internet industries. We have left the era of measuring the customer experience by the technical metrics, for one where the customers should not only be loved but also shown love.

What has all of this to do with Comptel Corporation’s new brand, which I was supposed to discuss? Comptel plays a crucial role in helping CSPs show their love to their customers. We wanted this, plus the love for our own customers, the CSPs, and our partners, to be reflected in our new brand. Sounds complicated? It’s simple, really.

The rationale behind the brand is the fact that Comptel’s offering deals with processing a vast volume of data that is invisible below the surface. We collect this data in real time, turn it into actionable information and business intelligence for CSPs, and enable them to act on it—to better show their love to their customers. Ultimately, what we do helps people get closer to their interests and loved ones. We think this is beautiful.

At the core of the brand is the new Comptel logo. This bolder image heralds our fresh and confident approach to business, while the “co” of Comptel is highlighted as a constant reminder both internally and externally that we believe strongly in partnerships, bringing to mind words like “cooperate” and “collaborate”. Further, surrounding the “co” are two abstract, roughly formed letters “c” and “o”, which reference the data particles connecting the logo with our new tagline: “Making Data Beautiful”. The blue stands for our more than 25 years of experience, and the green conveys the renewal we are undergoing as a company.

We believe that a company’s brand is not simply about the way it looks, but it is rather the essence of the company. Fundamentally, a brand should encompass everything from the value added to customers and partners to the way a company communicates across all channels. This is exactly what we hope to embody with the new Comptel brand.

After three and half weeks as the head of marketing and communications of Comptel and jumping into the middle of the preparation to launch the new brand at Mobile World Congress, I can only be proud of my new colleagues who have worked hard to renew the business strategy and corporate values and who have now brought the new brand to life. We have started an exciting journey to turn around the company. I am happy to be a part of it and provide my personal ‘co’-promise: ‘Count on me’, too. Please visit us in Barcelona (Booth #1C06) and share your opinions on CSPs’ love for their customers and the beautiful data business.

Q4 2011: An Update on Comptel’s Business and Strategy

Today, we announced Comptel’s financials for the fourth quarter of 2011 and for the year as a whole.

The past year was my first at Comptel, and it was one in which I led the company through necessary transformation. We renewed the organisation and executive board, established new teams and offices, launched new values and formulated a new strategy. We also hired a significant amount of new people to get closer to our customers and prospects. In addition, we increased our investments in R&D to bring new products to the market.

Obviously, this having been a period of transition, our net sales have remained flat (€76.8 million), and our profit has been affected by the investments for growth that we have made (operating profit excluding one-off items was €2.8 million).

However, I am pleased to see that the work we have all put into improving Comptel is beginning to bear fruit. For example, both employee and customer surveys are showing increased satisfaction. We have also managed to win 15 new customers this year, five of which are located in new countries for us and 10 of which came in Q4. Our order backlog has improved significantly, with 23 orders with a value over 500,000 euros booked during the year. This, I believe, creates good conditions for growth in 2012.

Comptel Acquires Xtract

Last week, Comptel announced its intention to acquire Xtract, a company headquartered in Espoo near Helsinki (Finland) and specialising in advanced analytics. The purpose of the acquisition is to extend Comptel’s product portfolio and expertise, specifically with a view to deliver on the “event-analysis-action” vision outlined in the company’s strategy, which was communicated to the market in Q4 2011.

Comptel’s strategy is focused on helping communications service providers (CSPs) to act as service aggregators (i.e. blending together services from multiple sources), and to use data about customers and operations to drive real-time business decisions and deliver services. This strategy builds on Comptel’s current expertise, i.e. processing a large amount of usage data (“event”) and making things happen in the network or elsewhere (“action”), e.g. fulfilling a service order or implementing a policy.

Comptel believes that by analysing the data they process in real time, CSPs can turn that data into actionable information, which can be acted upon automatically. This will allow CSPs to improve their interaction with their customers, offering better services to them and to their partners (e.g. third-party providers), resulting in increased revenues and reduced churn. In many ways, this can be seen as a next step in customer experience management.

Clearly, the missing piece in this vision was the “analysis” part, i.e. advanced analytics software. Comptel considered a number of possible acquisition targets in the analytics space. Comptel chose Xtract for a number of reasons, including the real-time subscriber behaviour analytics capability; the expertise and thought leadership in advanced analytics, particularly in telecoms; and the customer base, including major telecom references. In fact, Comptel had already partnered with Xtract in 2011, most notably creating a demo that was presented to delegates at the Comptel User Group (CUG) in June. That demo was extremely well received by operators attending the event.

This acquisition is clearly an exciting development for Comptel and Xtract, and customers and partners. Comptel will be sharing more details about its vision and plans at Mobile World Congress in Barcelona from 27 February – 1 March. So why not arrange to meet there to find out more (email comptel.marketing@comptel.com)?

Looking Forward to TELSA in Saudi Arabia

Comptel sees a lot of potential in the Middle East and Africa (MEA), and is investing to create more opportunities for being a key stakeholder in the region for its customers and partners. One country that presents immense possibilities is Saudi Arabia, which was recently ranked as the most valuable and second largest Middle Eastern mobile market with 42.9 million subscriptions.

As such, Comptel is a silver sponsor of and looks forward to meeting industry players at the Saudi Telecoms and ICT Summit (TELSA), which is going to be held from 29 to 31 January 2012 at the Four Seasons in Riyadh. The conference and exhibition will cover themes such as infrastructure development, growth strategies and investment opportunities in the Saudi telecoms industry.

Ahmed Hamza, a cluster head in the MEA region for Comptel, is going to participate in a panel discussion on harnessing the full potential of broadband to drive increased revenue, which is going to be held on 29 January at 16:30. The panel will talk about increasing ARPU through an effective broadband strategy, attracting customers through digitisation and content development, and capitalising on mobile broadband to increase revenue by focusing on sectors such as vocational education, health and agriculture. It will also discuss developing non-voice service offerings through segmented focus and niche marketing, introducing value-added services to meet customers’ needs using data mining and other business intelligence tools, assessing pricing structure and determining an optimal tariff rate. Last but not least, Ahmed will explore how operators can leverage broadband services to increase their market share.

The next day of the summit at 11:30, Kim Molin, a director of solution management at Comptel, will present a session on intelligent bandwidth management for an optimised customer experience. The presentation will cover differentiating data services with a personalised quality of experience, introducing bandwidth management tools for proactively improving customer satisfaction and increasing ARPU through intelligently up-selling new data services.

From Saudi Airlines presenting its strategic ICT transformation initiatives to gain competitive advantage in the aviation industry to Zain Saudi Arabia giving a cost-benefit analysis and critical insights into why it chose the TD-LTE variant, this summit and exhibition should be quite an exciting event with local, regional and international telecom operators, regulators, service providers, wholesale carriers, government agencies, vendors and corporations together under one roof. It’s also interesting to note that the conference organizers have provided workshops on how telecoms can provide solutions to the public and oil and gas sectors.

We welcome you to visit and interact with Comptel experts at our TELSA exhibition stand (G 25).

Best Wishes for the Holiday Season!

With the holidays and New Year just around the corner, we wanted to briefly reflect on the milestones Comptel achieved in 2011. Most notably, we celebrated our 25^th anniversary, which is pretty remarkable in the telecoms software industry. Comptel was also honoured for multiple awards, announced several customer projects like the catalog-driven service fulfillment deal with NBN CO, unveiled our Next Generation Fulfillment Strategy and hosted a successful 14^th annual User Group.

Each holiday season, we send our greeting cards electronically and donate the money saved from the traditional, printed cards to a charitable fund. This year, Comptel has selected Plan International to receive our donation (last year, we worked with the Kileva Foundation). It is one of the oldest and largest children’s development organisations in the world, and works to promote child rights and bring millions out of poverty.

Comptel’s donation will support Plan’s mission to achieve lasting improvements in the quality of children’s lives in at least 50 developing countries. For those who would like to get involved with Plan International, you can learn more here.

To all our customers, partners, investors and friends, we wish you a peaceful and happy holiday season and look forward to another fruitful and cooperative year in 2012!