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
© 2010 Progress Software Corporation. All rights reserved.3
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
© 2010 Progress Software Corporation. All rights reserved.4
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
© 2010 Progress Software Corporation. All rights reserved.5
Operational visibility
Indentify
Respond
Resolve
Order fallout
SLA breaches
Trouble ticketing spikes
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Sense and respond to customers
Understand and respond to network usage
Location and context based services
Customer prioritisation
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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
© 2010 Progress Software Corporation. All rights reserved.8
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
© 2010 Progress Software Corporation. All rights reserved.9
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
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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
© 2010 Progress Software Corporation. All rights reserved.11
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
© 2010 Progress Software Corporation. All rights reserved.12
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
© 2010 Progress Software Corporation. All rights reserved.13
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
© 2010 Progress Software Corporation. All rights reserved.14
Order Visibility
© 2010 Progress Software Corporation. All rights reserved.15
Order Sales Metrics
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Order Sales Performance Metrics
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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
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