Post on 04-Mar-2015
T rans formational V A S Management Case Study: Comviva’s Managed VAS Services
In a globally unprecedented move, in January 2009, Airtel Lanka outsourced the responsibility of its complete value added services portfolio to Comviva. Working in close collaboration with the operator, Comviva is aiding the operator build, manage, operate and grow an efficient and well-performing VAS business, which currently contributes about 13.5% to the operator’s overall revenues
Transformational VAS M 2 Comviva Technologies Ltd.
Accelerated Growth Bharti Airtel, a leading global integrated telecom services provider offering
services in 18 countries across Asia and Africa, launched operations in the
Sri Lankan market in January 2009. For Airtel Lanka, as the fifth entrant to
the marketplace, the ability to create meaningful brand differentiation was a
critical growth imperative for the operator
Airtel Lanka identified value added services as the central element of its
competitive
strategy.
This entailed
implementation
of scalable, on-
demand
business
models with a
high degree of
built-in
responsivenes
s to meet
constantly
expanding
consumer
demand for new services.
Prevalent VAS business models, wherein the operator is predominantly
responsible for sourcing, deploying, integrating, managing and marketing of
value added services, however, were ill-suited to meet the operator’s goals.
The model tended to be capital-intensive, did not provide the operator the
requisite flexibility to introduce services in line with rapid changes in the VAS
marketplace and entailed high operational overheads, which divert focus from
core marketing and brand building activities, important for an entrant to a
competitive market place.
Airtel has been a pioneer in the telecom outsourcing in 2004 when it handed
over management of its IT and network to IBM and Ericsson respectively, to
focus on core marketing activities. . Taking a leaf from the resultant benefits
of outsourcing the network, in an unprecedented move, Airtel Lanka adopted
a radically new VAS business model to improve market competitiveness. The
operator decided to entrust responsibility of its complete VAS operations to
Comviva - an established, reliable and proven VAS infrastructure provider
with over 10 plus years of expertise in VAS deployments.
Net Additions Growth Rate
Source Wireless Intelligence
Key Highlights
Managed V AS S ervic es involves
governed trans ferenc e of operational
res pons ibilities inc luding des ign and
planning, integration and
deployment and applications
management to a trus ted third party
Supports brand differentiation via faster time to market, greater
innovation and service excellence – driving VAS revenues
Eliminates complexity of managing fragmented services from multiple
partners – by providing a single point of contact for all vendors/partners Allows rapid and cost- efficient
deployment of next generation services by converting fixed costs into variable costs
Improves decision making by giving the operator access to vendor
insight on emergent technologies and customer expectations
Manage financial risks – with predictable and balanced operational and capital expenditure, whilst
clearly defining commercial terms that are tied to adherence to key performance indicators
Sharpens management focus on
customers and core business
Transformational VAS M 3 Comviva Technologies Ltd.
The collaboration with Comviva provided Airtel Lanka with an undeniable
competitive advantage. In the first twelve months of operations, Airtel Lanka
emerged as the fastest growing operator in the marketplace, acquiring
approximately 2 million subscribers. Further, a compelling portfolio of VAS
has ensured that , VAS penetration grew to 68% in a 5-month timeframe.
Currently, VAS contributes about 13.5% to operator’s overall revenues,
higher than the regional average of 10%
Challenges Airtel Sri Lanka launched services in January 2009, the newest and the fifth
entrant in the Sri Lankan mobile market. In a reasonably mature and
saturated market, where network quality and coverage are a given, the
operator embraced a services-centric business model to differentiate services
brand and drive growth.
The VAS services marketplace, however, posed several challenges for the
operator. Consumers wish to be in control, have widened choice and expect
speed, variety, and innovation in the services offered to them by the service
provider. Conventional VAS business models where the operator manages
the entire VAS ecosystem internally were found to be ill equipped to meet
demands of the consumer-driven services ecosystem effectively. Designed to
cater to the first generation push-driven services models, wherein operators
offer a relatively narrow range of broad-appeal services, existent business
models requires extensive efforts to develop, launch and market with
increasing time-to-market as well as cost overheads . The built in challenges
include:
Protracted Time to Market
Against a market background of strong competition and the need to
differentiate services effectively, the operator’s demands for flexibility were
twofold- innovate and implement services quickly to capture new customer
segments and respond with agility to market development and technology
evolution. VAS services typically have a short lifetime and operators need to
continuously innovate and differentiate VAS services portfolio . The novelty
factor can place the operator ahead of competition and improve market
share. However, current business models, wherein the operator needs to
devote significant resource in assessing applications, negotiating
agreements, integrating applications and measuring performance of
applications, extends the concept to market time and adversely impacts
overall competitiveness.
Sri Lanka Key Indicators
Population, total (millions)
20,156, 204
Wireless Subscribers
15,445,757
ARPU
USD 2.61
GDP per capita, Atlas method (current US$) )
USD 1972 Source: World Bank
Mobile Subscribers Sri Lanka
Net Additions Growth
Transformational VAS M 4 Comviva Technologies Ltd.
Sub-Optimal Cost Structures
The high-volume services model, wherein operators need to constantly
launch new services places tremendous pressure on the operator to maintain
strict control over CAPEX and OPEX levels and improve business process
efficiencies to ensure a sustainable business model. Prevalent business
models built around license, maintenance fee and in-house operations meant
high initial Capex and sustained ongoing Opex costs. Due to high and
unpredictable growth, operational efficiency optimization and economies of
scale were difficult to achieve while undertaking rapid deployment of a large
number of services and catering to subscriber growth at the same time.
Variable Service Experience
Customers demand a uniform experience across multiple services. .A complex “multi-vendor environment” brings with it widely varying policies,
processes and approaches that affect governance and service management.
In the current VAS management models, the operator typically has
contractual node-level SLAs with each supplier. These SLAS do not
guarantee a uniform experience in event of in the event of multi-node, multi-
path and multi-bearer service transaction flows. For instance, a mobile
recharge service transaction initiated by the customer is routed via the
SMSC, USSD or the WAP Gateway to the Recharge System which in turn
interacts with the IN and routes the response via the access channel selected
by the customer. The transaction needs to be completed in a certain time
frame, usually 3-5 seconds. Current SLA –driven per node service
management models however do not provide a mechanism to monitor the
overall service path, which reduces service quality and impedes the efficiency
of end-to-end service delivery.
Wide Competence Gap To cater to a multi-services environment that is changing quickly, the
operator needs to collaborate with a diverse and growing number of third
party providers from other sectors. For instance, today the mobile and
banking, healthcare, entertainment and media industries are converging to
offer a range of convenient, lifestyle services to consumers. The growing
complexity of these services adds up to a substantial competence need,
requiring a global resource pool of experts who bring in not only product and
domain expertise but also experience in cost-effective service delivery.
Having an optimal mix of expert resources, which maps to business demands
is impossible without incremental cost implications.
What is the breadth and quality of
V AS s olutions and related
operations experienc e that the
Managed V AS S ervic es partner has ?
What is the level of c omplex s ys tems
integration expertis e and program
management c apability does the
partner have?
Does the partner have experienc ed
in-hous e des ign, planning and
engineering capabilities in the V AS
domain?
C an the partner offer an end-to-end
s olution: infras truc ture, hardware,
applications , operations , etc .
through a managed partner
ec os ys tem whic h is s calable?
What levels of s ec urity c an be
provided?
What are the capabilities on network
and s ervic e layer management?
What kinds of training s ervic es can
be made available?
Vendor Selection Questions
Transformational VAS M 5 Comviva Technologies Ltd.
Poor Risk Management
In a consumer driven VAS economy, the operator needs to maintain a richer
portfolio of services and constantly faces choices: which services to deploy
for which segments – and with each choice entails risk. Further not all
services would be successful and understanding the opportunity cost
associated with each decision requires due diligence and analysis. Current
business models however offer limited risk sharing options and there is a
high risk of being saddled with under-performing assets
Diluted Business Focus The current business environment for VAS services places a heavy emphasis
on managing multiple players and services in the VAS ecosystem. The
issues surrounding sourcing and integrating content and services, and
refining agreements take considerable time of the business as well as the
management agenda, compromising the operator’s ability to focus on
business issues.
The bottom line was that in order to profitably take advantage of end user
demand and willingness to pay for converged, blended services, Airtel Lanka
needed to adapt a radically new business model to streamline VAS
management to speed up innovations service delivery, streamline operations
enhance service experience and improve overall financial performance.
Transformative outsourcing models such as Managed VAS wherein Airtel
transfers complete responsibility of end-to-end management of its multi-
vendor VAS network could help address these imperatives.
Drivers for Managed VAS Services
Source Comviva
Operators should have a clear detailed bus ines s plan to detail the s c ope
E ffic ient governanc e organizations
s hould be es tablis hed, ens uring good
operator c ontrol whils t providing
s uffic ient freedom s o as not to hinder
the realization of full bus ines s value
for both parties
T he operator s hould ens ure that the
Managed V AS S ervic es provider (MS P )
has c ons iderable human res ourc es
expertis e
MS P s hould demons trate a drive
towards s tandardized s ervic es to
ac hieve a s us tainable s olution for the
operator
It is c ruc ial that the operator s elec ts a
MS P with extens ive knowledge of the
operator’s c us tomers
MS P mus t demons trates c ompetenc e
in not only V AS areas but als o telec om
network areas
Vendor Selection Recommendations
Transformational VAS M 6 Comviva Technologies Ltd.
Managed Services: Driving Top Line Growth Airtel Lanka after a rigorous, due diligence process selected Comviva
Technologies as its Managed VAS partner for the following reasons:
• Strong VAS domain expertise with over 10 plus years of experience in
multi-technology, multi-vendor VAS environments and a track record of
deploying solutions in 120 networks across the globe
• Strong understanding of emerging market operator reflected in experience
of developing, deploying and delivering end -to -end integrated VAS
solutions for 100 plus networks in emerging markets
• Global VAS Operations Center (VOC) for service monitoring and uptime
• Established practices and processes in service delivery, network
operations and human resources, including skills mapping and change
management.
The multi-year deal entrusts responsibility of complete VAS operations to
Comviva. The Managed VAS Services model supports operator brand
differentiation by enabling faster time to market, greater innovation and
service excellence to drive VAS revenue growth. Further Airtel Lanka is able
to focus on core competitive advantage – namely managing the customer
base as well as managing the marketing mix to ensure a satisfied and loyal
customer base. Comviva Managed VAS Services provides a standardized
three tier framework for outsourcing VAS which includes:
Managing VAS Ecosystem Planning & Design
The emergence of multiple technologies and standards for VAS implies
significant effort in designing and building a scalable, high-performance and
cost-efficient VAS network. Comviva manages the end-to-end VAS network
and platform design which includes solution architecture, sourcing, planning,
provisioning, integration and management.
A key aspect of the Managed Network component is to integrate, wherever
possible, the VAS products/applications into a seamless architecture, which
is best, suited for operations, maintenance, management, and also business
needs and business models of the future. Optimal VAS network design
principles adopted by Comviva for Airtel Lanka include a platform-based
approach to VAS service delivery and management, which leverages a set of
common functional blocks that can be shared across multiple services
running on the network. The shared capabilities implemented on the network
to support the execution and management of value-added services on the
operator’s network include Common Application Enablers, Common Service
Managed VAS Sub-Components
Managed Network
• VAS Architecture and Planning
• VAS Sourcing
• VAS Integration and Deployment
• VAS Consulting
Managed SLAS
• Service Management Operations
• Service Support
• Service Monitoring
• Security Management
• Back-up Management
Managed Capacity
• Capacity Monitoring
• Capacity Upgrades
Managed Revenues
• Revenue Share Agreements
• Revenue Reconciliation and
Settlement
• Revenue Reporting and Analytics
• Revenue Enhancement
o Subscriber Segmentation
o Targeted Promotions
• Business Enhancement
o New feature addition in
line with current trends
o Pricing Strategies
o Competition Analysis
o Market mapping
Transformational VAS M 7 Comviva Technologies Ltd.
Provisioning and Charging, Common, User Handling and Common MIS
Managed SLAs Under the collaboration arrangement with Comviva, Airtel Lanka specifies the
SLAs to be achieved, based on clear business priorities and keeping in mind
the implications for the network, infrastructure and operational requirements –
and end user service requirements. In accordance with contractual service
level benchmarks, Comviva implements processes and tools to manage,
maintain, measure and monitor all service aspects related to connectivity,
performance, and availability to deliver the expected high quality of VAS
services.
Managed Capacity
Comviva proactively monitors and tracks capacity utilization across multiple
VAS nodes and scales the capacity of the components delivering the service
in-time to meet the growing demands. For example, in the event the operator
deploys a new SMS-based service, there may be a need to upgrade SMSC
capacity to handle the additional traffic load efficiently. Comviva’s Managed
Capacity services alerts the operator in time to enable the operator to acquire
additional system capacity on an on-demand basis. As a result, Airtel Lanka
benefits from optimization of cash flow and capital employed
Managed Revenues
Managed Revenue Services include a complete suite of marketing services
such as analytical support, customer intelligence, promotional drives, and
loyalty campaigns to drive service usage and revenue growth. In addition,
third party partner reconciliations and contract management delivers clear
opportunity to the operator’s teams to focus on the core product
conceptualization and marketing activities.
“The partnership with Comviva for
Managed VAS Service provides us
a distinct completive edge in the
dynamic marketplace. Our service
rollout rate is faster than
competition and significantly, we
are able to achieve this at a lower
cost ratio. We are successfully
running operations for a 2 million-
customer base with a 3-person in-
house VAS marketing and
operations team”
Vidur Ratan
Director VAS Operations
Airtel Lanka
Client Speak
Transformational VAS M 8 Comviva Technologies Ltd.
Market Launch In January 2009, Airtel Lanka launched operations with a compelling portfolio
of VAS services. By outsourcing the management of VAS services to
Comviva, the operator succeeded in launching the network and allied
services within a period of 5 months, the fastest network launch in the region.
The speed of service deployment was crucial to gain fast market entry and to
deliver the predicted financial results.
Currently, Comviva manages 41 VAS services which service over 2 million
plus mobile customers. Of these 41 VAS services, Comviva provides 30
services, with the remainder provided by third party VAS providers.
Partner-friendly Ecosystem By entrusting the end-to-end management of the complete suite of services
to Comviva, Airtel Lanka could exploit Comviva’s significant expertise in
deploying, and managing innovative VAS and support services. The partner
and the ISV ecosystem were engaged from the beginning with collaboration
goals shared among all.
Key Go-to-Market Achievements
Source: Comviva
Management and s takeholder level
buy-in on the c oncept and belief in
the immediate and long term
benefits .
A c lear bus ines s plan with objec tives
and expec tations from the s c ope of
the engagement
C o-developed and effic ient
governanc e organization to ens ure
healthy c ontrol whils t providing
s uffic ient freedom s o as not to
hinder the realization of full bus ines s
value
R elevant domain experienc e bac ked
by adequate human res ource
c ompetenc y and s trength
E s tablis hed and demons trated
proc es s es and practic es to render
s us tainable and s tandardized
s ervic es
E xperienc e and expos ure to end
c us tomers of the operator
S ound financ ial s trength and
bac king to manage and deliver on
long term partners hip engagement
Service Management
Transformational VAS M 9 Comviva Technologies Ltd.
Managed VAS Process A high-performance governance process ensures partnership objectives are
met on on target. Comviva’s Managed VAS outsourcing model has a clear
governance structure defined in collaboration with Airtel Lanka. The
governance model was designed to:
• Set expectations, goals, and measurement methodologies. In conjunction
with the operator, Comviva established a well-defined process of rewards
and penalties which are mapped against agreed key performance
indicators (KPI)
• Expectations, goals, and measurement methodologies - Comviva has a
well-defined proprietary process rewards and penalties KPI process
• Form project and governance teams to monitor the performance of
services closely. Comviva’s Managed Services Operations team and
Airtel Lanka Technical Operations and Marketing teams conduct weekly
meeting to map services progress, refine goals and resolve issues if any
• Establish clear accountability and provides an escalation path for issue
and dispute resolution.
• Leverage emergent technologies to keep pace with customer demand for
new services and drive revenues. Comviva and Airtel Lanka draw bi-
Figure 6: ISV Engagement
Source: Comviva Internal Research
Vendor Product Comviva Lifestyle Solutions
(Content Management
System, Video Voting,
RBT, Music on demand,
MCA, Voice Portal, Voice
SMS, Dating Portal,
Integrated Call Manager)
Messaging (USSD, Bulk
Messaging IMPS,
Subscription Engine,
Phone Back-Up)
Mobile Business Solution
( Winback System)
Acision Messaging (SMSC, SMS
Gateway, SMPP Proxy,
Campaign Manager,
MMSC, WAP Gateway,
General Billing Gateway
mFormation Device Management,
mFormation DB
Roamware Roaming Replicator
Outreach Messaging
Virtual Home
Environment (Short
Codes and Smart Call
Assistant) Smart
Gateway Location
Register with Inbound
Roamer Traffic
Management System
Transformational VAS M 10 Comviva Technologies Ltd.
• annual road maps for new services launch.
• Provide appropriate processes to change the scope and the terms of the
contract, if needed
• Offer a vehicle to strengthen research and development capabilities and
leverage new technologies to help customers solve complex problems in
novel ways. Comviva and Airtel Lanka draw quarterly and annual road
maps for new services launch
• Provide an appropriate process to change the scope and terms of the
contract
A circular flow of information between the three entities — the executive
review council, steering committee and operation team members — ensures
partnership objectives are met on time and on target.
Fig. 7: Managed VAS Services Governance Model
Source: Comviva Internal Research
Engagement Models
Comviva offers a range of models to
meet operators’ commercial engagement
preferences for Managed VAS services:
Asset based model
• A fixed monthly charge based on
Asset weightage of the scope to be
managed based on the overall
nodes, hardware and software
numbers and cost
Per subscriber model
• A fixed revenue per subscriber of
the operator depending on the
scope
Per transaction model
• Revenue based on each
transaction performed on the VAS
Revenue share model
• Share of VAS or Overall Revenues
based on the scope and anticipated
overall investment of each partner
Transformational VAS M 11 Comviva Technologies Ltd.
Optimized Performance
Accelerated Growth
A strong focus on marketing and brand building backed by a compelling
portfolio of VAS services and a trusted Managed Service framework enabled
Airtel Lanka to make substantial inroads into the telecoms marketplace. The
operator has recorded steady quarter-on-quarter growth in the number of
subscriptions on the network. Within 15 months of the launch, the total
subscriber base crossed the 2 million mark. Further, in Q2 2010, the VAS
penetration (usage of at least one VAS service) was a significant 68% (the
figure excludes person to person messaging).
Fig. 8: Quarterly Subscriber Growth & VAS Penetration
Source: Comviva Internal Research
Aggressive VAS Revenue Growth
The strategic partnership with Comviva has helped Airtel Lanka register
healthy top line growth. In the fiscal year 2009-2010, the operator registered
a significant 150% cumulative growth in VAS revenues. The average
quarterly growth was 37%. Currently VAS contributes a healthy 13.5% growth
to overall revenues earned by Airtel Lanka, higher than the regional average
of around 10% observed at most other operators.
Revenue Management Programs
Campaigns undertaken by Comviva to
shore service revenues in April 2010
include:
Gold Coin Promotion: CRBT
contributes an approximate 40% to
operator revenues. In conjunction with
the operator, Comviva launched several
campaigns to shore up service usage.
Gold is a highly valued commodity
among Sri Lankan customers. In May
2010, Comviva launched a gold coin
campaign. Customers who purchased
ring back tones within a certain time
frame would be eligible to win a gold
coin in a periodic random contest. As a
result of this promotion, 110,000
customers were added to the service.
Over 50% of these customers continue
to use the service 3 months later
Try and Buy Subscription Services: A
select base of high ARPU customers
received an offer for 30-day free access
to paid content . At the end of the
month, 40,000 new customers signed
up for the service
Service Cross Sell: Customers who
purchased a Welcome Tone were
allowed to snack on a variety of
subscription –based content for free,
resulting in 10,000 customers signing
up for the service
Transformational VAS M 12 Comviva Technologies Ltd.
Assured Service Quality Comviva’s well-established practices, processes and tools for 360-degree
services transaction monitoring guaranteed optimal service quality in line with
contracted service level agreements (SLA). Airtel Lanka and Comviva, based
on the business criticality, have segmented VAS services into two categories
– priority and key - and defined differential service levels KPIs for each of
them. For priority, Category A services, the availability benchmark is set at
99.99% (Four 9s) and for key, category B services; the same is set at 99.9%
(Three 9s).
Cost Savings Between April 2009 and March 2010, Comviva Managed VAS organization
achieved 99% compliance with contracted SLAs. Assured service uptime had
a significant impact on reduction of costs as well as growth of revenues.
Robust and Proactive service monitoring minimized calls to the contact
centre, resulting in significant reduction in contact centre costs. Monthly,
Airtel Lanka receives approximately 3,000 VAS related calls, which translates
into 0.015 calls per customer per year. Further, optimal service quality
enables the operator deliver the best possible customer experience leading
to higher penetration levels for services.
Fig. 9: Quarterly Revenue Growth
Source: Comviva Internal Research
Global VOC
Transformational VAS M 13 Comviva Technologies Ltd.
Fig. 10: % VAS Revenue Growth
Source: Comviva
Fig. 11: Service Uptime for B categories
Source: Comviva
Transformational VAS M 14 Comviva Technologies Ltd.
Rationalizes Opex and Capex
Cost structure optimization is a key source of competitive advantage. The
Managed Services deal with Comviva enables Airtel Lanka to convert a
significant part of capital outlay into operational expenditure. Further the
operator realizes savings via operational efficiencies with reference to several
areas including manpower, hardware, software and hardware and software
costs
C os t C omponent Savings
Manpower Resource Savings
60% compared to competitors in
the regions similar operations
Call Centre Costs 70% compared to competitors in
the regions similar operations
Hardware Optimization 20% for US$1 million Bill of Material
Software Optimization 25% capacity delivered on an on-
demand basis prevents operators
from over or under investments
Service Retirement Costs Almost zero as the same hardware
can be reused for another
application/service
Source: Comviva Internal Research
Independent Opinion - IDC
“Comviva and Airtel deal places a
new dynamic into the already
fragmented market of VAS solution
offerings. For mobile and fixed line
operators building out the enabling
infrastructure and relationships to
result in VAS offerings to their
customers, the challenges of
keeping up with customer interests
and motivations are great.
Especially as the network traffic
accelerates with the use of mobile
data through smart phones and
dongles, the operators have a traffic
management problem facing them
as well as the challenges of
monetization. Operators need to
seriously evaluate the variety of
business models and relationships.”
Excerpted from IDC Insight Value
Added Services Suppliers e Evolve,
Elisabeth Rainge, Research
Director IDC
Transformational VAS M 15 Comviva Technologies Ltd.
Comviva's registered office is in New Delhi, India and the Head Quarters in Gurgaon (in the National Capital Region of Delhi, India). With R&D centers in Gurgaon, Bangalore and Mumbai in India, Comviva also has a significant presence in the Asia, Africa, Middle East, Europe and US
Sri Lanka Office 86, Maligawatte Road, Colombo -10
Singapore Office
No. 10 Jalan Besar #11-05 Sim Lim Tower Singapore 208787 Tel: +6392 0021 Fax: +6392 0923
South Africa Office
260, Surrey Avenue Ferndale, Randburg 2194 Johannesburg Tel: +27 11 293 0539 Fax: +27 11 293 0555
Kenya Office Grant Thornton, Corner of Brookside Drive and Garden, Westlands, P.O. Box 410, Sarit Centre-00606, Nairobi, Kenya
Ghana Office 36, Mission STR. Ext. Pokua House, OSU
Comviva Regd. Office A-26, Info City, Sector 34 Gurgaon-122001 Haryana Tel: +91-124-4819000 Fax: +91-124-4819777
Mumbai Office Unit No. 1-4, 1st Floor Paradigm Tower Tower B, Mindspace Malad-West Mumbai 400064 Tel: +91-22-40774300 Fax: +91-22-40774333
Bangalore Office #4, 12th Km, Bellary Road Jakkur, Bangalore- 560064 Tel: +91-80-43401600 Fax: +91-80-28565854
Bangladesh Office 21, Purana Paltan Line (4th Floor), Dhaka
France Office Connell Speirs & Associates, 3 rue Leon Jost 75017, Paris (308 196 740) UK Office
Level- 1, Cyberhouse Molly Millars Lane Wokingham RG41 2PX Tel: +44-118-9890144 Fax: +44-118-9793800
Americas Office 1560 Sawgrass Corporate Parkway, 4th Floor Ste B, Sunrise, FL 33323 USA
UAE Office
Executive Suite, Y-43 P.O. Box 9242 Sharjah Tel: +9716 5571337 Fax: +9716 5571449
About Comviva
Comviva is a global leader in providing mobile solutions beyond VAS. With an extensive portfolio of products and solutions that encompass content, commerce and community-related offerings, Comviva enables operators to offer services that enrich mobile users’ lives. Comviva enhances operator efficiencies and revenue performance by adding value at every stage of the customer lifecycle – from prepaid subscription and e top-up to customer care, and from real-time promotions and loyalty management to billing solutions. Comviva has extensive expertise in delivering and managing mobile solutions that extend beyond VAS, powering solutions to mobile operators in more than 85 countries worldwide and reaching over 600 million subscribers globally.
Comviva’s Managed Services for VAS is designed to help telecom operators address the complex challenges of deploying, operating and maintaining innovative, technologically advanced, evolving high availability and high performance VAS Services in a multi-vendor ecosystem to achieve competitive advantage. For more details visit wwww.comviva.com
Disclaimer The information in this document pertains to the period of January 2009 till June 2010 and may have changed on the date of reference. The information is accurate to the best of knowledge and belief of the market research team of Comviva. Any inaccuracies may be brought to the notice of the contact persons mentioned at the end of the document and Comviva’s liabilities are limited to correction of the same in the next version subject to due verification of the inaccuracies intimated.