Comptel’s Grand Finale for 2014

Posted: January 5th, 2015 | Author: | Filed under: News | Tags: , , , , , , , | 1 Comment »

The year 2014 ended very positively for Comptel. The team’s hard work was recognised in the form of several significant orders announced around the year’s end.

With the Telefonica de Chile deal, announced on 29 December, Comptel entered a new market in South America. Comptel’s fulfillment suite is a part of the Telefonica de Chile quad-play transformation project that will enable improved customer experience for integrated wireline, wireless, Internet and TV services.

On the same day, we also received a significant order from an existing customer in the Middle East region. The order value exceeded 1 million euros and comprises Comptel Convergent Mediation and Comptel Provisioning and Activation software licenses.

Ten days earlier, on December 19, we announced two other customer wins. One was a multi-year deal, with a value of 10.6 million euros, that involved a license upgrade and service extension for a mobile operator customer in India.

“Comptel has achieved a considerable degree of success in the Indian telecom market in recent years. The number of telecom subscribers served by Comptel’s operator customers in India has now exceeded 500 million, which is approximately 60% of the total size of the Indian telecom market,” said Juhani Hintikka, president and CEO, Comptel.

The second major order we received was from a German customer belonging to a major operator group. This multi-year deal also includes Comptel Convergent Mediation and Comptel Provisioning and Activation software licenses and related services. The deal value exceeded 1 million euros.


Around the World

Posted: August 29th, 2012 | Author: | Filed under: Around the World | Tags: , , , , , , , , , | 4 Comments »

FierceWireless Europe…
Telefónica ready to spend €1.5B on UK LTE auction

It seems that the adoption of LTE is continuing to burgeon around the world. Telefonica, a Spanish-based telecoms operator, announced it would invest around €1.5 billion to acquire LTE spectrum licenses at an upcoming UK auction. The new mobile licenses are designed to bring fast download speeds to the country, and UK regulator Ofcom said it will auction the LTE spectrum for the 800MHz and 2.6 GHz bands with the expectation that operators will launch commercial service in 2013.

Interestingly, Telefonica has already been working closely with the UK markets, as the region represented 11% of the company’s total revenue in the first half of 2012. The company has also made strides to expand its services to other parts of Europe. In 2010, the operator also acquired LTE spectrum in a German auction, bidding a total of €1.379 million, on top of a €842 million bid last year to acquire LTE spectrum in its domestic market.

On another note, Telefónica’s is enjoying the benefits of China Unicom’s strong performance this year, as the company holds a 5% stake in the Chinese company.

Light Reading India…
Smart Strategies For Telco Growth

According to Jatinder Singh, the principal correspondent for Light Reading India, the telecoms industry in India has been in a crisis due to dwindling revenues and the saturation of the urban market. Therefore, it’s time operators reassess their strategy and begin to innovate and expand their services.

Singh points out several key areas in which operators can focus on to turn around the telecoms market. The first is to leverage 3G technology. More specifically, the price of 3G technology has begun to decrease, and the time is ripe to push this technology in hopes of bringing awareness to tier 2 and tier 3 cities.

Next, the article states that Value Added Services (VAS) have shown recent growth in the market, and telecom companies need to create an ecosystem in which operators and VAS companies share revenues.

Finally, to turn around the telecoms sector in India, operators need to focus on providing services to the enterprise businesses and expand into global markets. It’s noted in the article that the business landscape is dominated by small and medium business, but the enterprise space in the country is largely untapped.  Also, many analysts believe the expansion into other parts or the world, like Africa, is the key to the growth and success of the telecom companies in the future.

Fierce Wireless…
Is Unlimited Data Making a Comeback?

We highlighted a story in July that discussed how operators, like Comcast, are offering tiered data services to manage their network. Now Fierce Wireless reports that some operators are offering unlimited data plans to attack the tiered — and arguably unpopular — data pricing model.

Since the industry moved towards a tiered data pricing structure to manage bandwidth costs, both T-Mobile and Metro PCS have seen dramatic subscriber churn. In fact, each has lost 205,000 and 186,000 net customers respectively in the second quarter alone.

According to Mark Lowenstein, managing director of Mobile Ecosystem, unlimited data offerings can help wireless carriers get their foot in the door with consumers, and set them apart from their competitors. Unlimited data “starts the conversation,” he explained, noting that consumers will then evaluate the other aspects of the providers’ service.

Do you think tiered data plans are going to the wayside? Which do plan do you think will provide more success in the future?


Exceeding Customer Expectations with Services

Posted: March 30th, 2012 | Author: | Filed under: Behind the Scenes, Telecom Trends | Tags: , , , , , , , , , | 1 Comment »

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.