Customer Responsiveness Know it, and respond now Sanjay Kumar Industry Vice President, Communications & Media

Customer Responsiveness

Know it, and respond now

Sanjay KumarIndustry Vice President,Communications & Media

© 2010 Progress Software Corporation. All rights reserved.2

By 2014

108% CAGR growth in mobile traffic 5B devices

40 exabytes


Critical Need for Operational Responsiveness

October 2009 Survey of 400 major companies in North America and Western Europe

94%

91%

70%

78%

Responding to real-time information is critical to the business

Need to get closer to customers and offer a more personalized service

Need to price products dynamically, based on competitor activity

Immediacy of response can result in competitive advantage


The Reality:Operational Responsiveness Is Hard To Achieve

8%

67%

74%

89%

Business currently responds to information in real-time

Business hears about problems in customer service from customers themselves

Business struggling from information deluge caused by Web, mobile and social media

channels

Business cannot get a single view of process performance due to environment complexity

October 2009 Survey of 400 major companies in North America and Western Europe


Operational visibility

Indentify

Respond

Resolve

Order fallout

SLA breaches

Trouble ticketing spikes


Sense and respond to customers

Understand and respond to network usage

Location and context based services

Customer prioritisation


Achieving Operational Responsiveness Through Responsive Process Management

Continuously improve your business’

Operational Responsiveness

Continuous Business Process

Improvement

Immediate Sense-and-Respond

Real-time Business Visibility


Challenge in Order Management Infrastructure

Service Provider Responses to 2009 Order Fallout Survey

Order fallout causes customer churn 64%

Existing systems cannot identify failed, lost or stalled orders 79%

Excessive IT resources required to identify causes of fallout 81%

Order fallout diminishes customer experience 92%

Order fallout increases operational costs 98%

One global CSP found that 23 % of their orders were falling out – and that 84% of the affected orders resulted in lost customers

Source: Vanson Bourne Survey, 2009


Pressure from All Angles

“57% of the customers surveyed rated overall service from average to ‘not meeting expectations’”

(Stratecast – April, 2009)

“57% of the customers surveyed rated overall service from average to ‘not meeting expectations’”

(Stratecast – April, 2009)

“Fully 77% of telcos admit that “delivering bundled products and services” has

increased IT complexity.”(Vance and Bourne – April, 2009)

“Fully 77% of telcos admit that “delivering bundled products and services” has

increased IT complexity.”(Vance and Bourne – April, 2009)

Facing Rapid Change

Increasing IT complexity and order volumeIncreasing IT complexity and order volume

Understanding end-to-end customer experienceUnderstanding end-to-end customer experience


Visibility, Responsiveness, & Improvement over existing IT Infrastructure

Order BillingProvision Cash

End-to-end visibility across entire value chains lets service providers see what’s happening now

• Visibility into all order capture, provisioning, and fulfillment systems• Non-intrusive integration to existing OSS/BSS infrastructure and multiple order management systems• Business level shadow processes of system orders

Ability to ‘Sense and Respond’ proactively• Real-time health-check / Surface order fallout• Business level rules to initiate Jeopardies & Exceptions

Continuous Business Process Improvement• Business level process configuration• Table-driven SLA & KPI• User-configurable metrics

Order Entered

Credit Checked

OrderApproved

OrderDenied


Order Management

Billing

NetworkInventory

ServiceActivation

LegacyOrder

Provision

Legacy Dispatch

CRM /Order Entry

Progress|RPM for Order Visibility & Assurance

CRM /Order Entry

NetworkInventory

ServiceActivation

LegacyOrder

Provision

Legacy Dispatch

Billing

Progress\RPM - Order Assurance

Progress|Actional for discovery of system flows and data through the different order management systems, CRM, billing, and legacy systems to feed into shadow processes

Progress | Control Tower for end-to-end visibility and executive level metrics

Progress|Savvion with COM for order management shadow process views, business level SLA and policies to intiateate jeopardies, and exception handling to manage fallout and other issues across multiple order management systems

Progress|Apama for advance Correlation across Services and other OSS/BSS domains to direct the order process flow

Order Management

Progress | Control Tower


Order Management

Billing

CRM /Order Entry

Progress|RPM for Trouble Mgmt & Service Assurance

CRM /Customer Service DB

Networks / Mediation

Progress\RPM - Service Assurance

Progress|Actional for discovery of OSS systems for fault tolerance and customer SLA violations

Progress|Savvion with COM for Trouble Management for unbound calls and internal initiated Trouble; Trouble Capture, Analysis, and Trouble Resolution using predefined and dynamic created resolution processes

Progress|Apama for advance Correlation across call patterns for Fraud detection

Network Fault Tolerances

Progress | Control Tower


What Does Management Need?

CEO/Business Head

•What is the health of my business?

•Prospect to Service

•Trouble to Repair

•Usage to Cash

CEO/Business Head

•What is the health of my business?

•Prospect to Service

•Trouble to Repair

•Usage to Cash

CIO/IT

•How is my IT Factory supporting business

•Which systems are failing

•Impact of slow systems on important customers (SLAs)

CIO/IT

•How is my IT Factory supporting business

•Which systems are failing

•Impact of slow systems on important customers (SLAs)

Business: Customer Care, Sales, Operations, Engineering

•How effective is our customer experience

•Top 10 Service Delivery Guarantee

•Order Exceptions, Trouble Tickets, Bill Disputes for customers

Business: Customer Care, Sales, Operations, Engineering

•How effective is our customer experience

•Top 10 Service Delivery Guarantee

•Order Exceptions, Trouble Tickets, Bill Disputes for customers


Order Visibility


Order Sales Metrics


Order Sales Performance Metrics


ChallengeMultiple order systems integrated with

regular problems for Voice & Data services

No Visibility to problems with customer orders until customer complains

Progress SolutionProgress Order Assurance across end-to-

end order systems to monitor milestones

Exception handling initiated by business rules and managing of service representatives

Project resultsEnd-to-end order visibility to businessBusiness updates exception rules for

ongoing changesProblems resolved before Customer knows

of problem with increased customer retention

Quad-Play Communications Service Provider OM Stabilization: Process Monitoring and Exception Handling

Documents

Customer Responsiveness Know it, and respond now Sanjay Kumar Industry Vice President, Communications & Media