ibm mobile reference book

IBM Mobile Business Event – Client Successes

IBM Mobile Business Event - Client Successes

Customer Name Geo / Country Industry Synopsis Offerings /Services /Solutions Page Number

A Telecommunications Provider

GMU, Singapore

Telecommunications A leading telecommunications company based in Singapore improves customer satisfaction and enhances customer service when it works with IBM Global Technology Services - Integrated Technology Services to implement a new queue management solution using IBM System x servers,IBM WebSphere software, and

System x: System x3450, GTS ITS SOA Infrastructure, GTS ITS Unified Communications & Collaboration & the Mobile Enterprise, GTS ITS Middleware: SOA Integration Services, GTS ITS End User: Platform Integration & Deployment Services, GTS ITS Server: Server Product Services for Microsoft, GTS ITS Server: Server Product Services for System x, GTS Maintenance & Technical Support: Managed Support, WebSphere Application Server Community Edition, Business-to-Consumer, Smarter Planet, New Intelligence / Information & Analytics, Enabling Business Flexibility

9

Aberdeen Proving Ground (APG)

NA Government Aberdeen Proving Ground saves millions of dollars with IBM and MCFA Energy Management initiative

Maximo Mobile Work Manager, Maximo Asset Management, Managing Business Infrastructure, Service Management

10

Advanced Info Service Public Company Limited (AIS)

NA Computer Services AIS implements ITIL best practices with IBM IT Service Management solutions.

Tivoli Business Systems Manager, Tivoli Configuration Manager, Tivoli Enterprise Console, Tivoli Monitoring, Tivoli NetView

12

Allied Mills NE IOT Consumer Products A leading food manufacturer and producer in the UK engages IBM Business Partner Vetasi to upgrade its system with IBM Maximo Asset Management providing enhanced visibility of asset performance at both individual sites and group levels; resulting in improved reliability, increased production line efficiency

Maximo Asset Management, Asset Management, Managing Business Infrastructure, Service Management, Dynamic Infrastructure, Smart Work, Smarter Planet

16

Analysis Mason: NE IOT Professional Services; Telecommunications

A telecommunication service provider in the United Kingdom is able to provide excellent customer service when it leverages IBM Cognos TM1 software to increase its operational performance in order to act quickly for new market opportunity

Cognos TM1, Business Continuity, Business Intelligence, Leveraging Information, Business Analytics

20

Anhui Mobile GMU, China

Telecommunications A wireless service provider in China improves productivity and reduces development costs when it deploys IBM Rational Change and IBM Rational Synergy software to improve its software development processes in order to meet the market demands

Rational Change, Rational Synergy, Application Design-Build-Manage, Development & Technology Adoption, Enabling Business Flexibility, Infrastructure Simplification, Optimizing IT, Product Lifecycle Management

24

Asian Mobile Telecom Company

GMU, Taiwan

Telecommunications Major Asian telecommunications carrier hopes to sell more value-added services after IBM Global Business Services implements a first-of-its-kind comprehensive, dynamic information integration and analysis solution from IBM Research

Telecom: Business Intelligence, Telecom: Business Support Systems Transformation, GBS CRM: Business Intelligence, IBM Research, New Intelligence / Information & Analytics, Smarter Planet

28


Asian Paints GMU, India

Retail Asian Paints revitalizes field sales and productivity with IBM Lotus solutions

Lotus Symphony, Lotus Expeditor

29 Bharti Airtel GMU,

India Telecommunications Bharti Airtel manages 110

million subscribers like clockwork with IBM solution

WebSphere Portal, WebSphere Business Services Fabric, WebSphere Application Server, Cognos 8 Business Intelligence, Information Management, Business-to-Business, Business-to-Consumer, Business Performance Transformation, Consolidated Operations Management, Customer Relationship Management, Development & Technology Adoption, Information On Demand, Operational Management, Service Oriented Architecture

31

Bharti Airtel GMU, India

Telecommunications Bharti Airtel grows at a stunning pace by keeping its focus on the customer.

WebSphere MQ, WebSphere Business Integration Server, Storage: Enterprise Storage Server, System p, System x, GBS SOA IBM Design Services, GBS SOA Implementation Services, GTS Maintenance & Technical Support: Software Support, GTS Maintenance & Technical Support: Solution Support, GTS Strategic Outsourcing, IBM Global Business Services, IBM Global Services, GBS, Business-to-Consumer, C-suite, Enabling Business Flexibility, Innovation that matters, Optimizing IT, Service Oriented Architecture, Smarter Planet, Transforming Business, Telecom: Service Provider Strategic Transformation

35

BP Australia GMU, Australia

Energy & Utilities Retail Telecommunications

IBM, Retriever Communications help BP Australia speed data collection for faster analysis and decision-making

Maximo Asset Management, Storage: DS3300, System x, Accessibility, Asset Management, Business-to-Business, Business-to-Consumer, Business Continuity, Business Intelligence, Business Performance Transformation, Business Process Management (BPM), Business Resiliency, Customer Relationship Management, Data Sharing, Database Management, Enabling Business Flexibility, Enterprise Content Management, High Availability, Information Integration, Infrastructure Simplification, Integrated Data Management, IT Optimization, IT/infrastructure, Leveraging Information, Managing Business Infrastructure, Optimizing IT, Transforming Business, Transforming IT, Wireless, Educ: Technology Infrastructure, E&U: Customer Operations Transformation, Retail: Retail Operations

39

Caritas der Diözese Linz

NE IOT, Austria

Government Caritas der Diözese Linz extends a helping hand with IBM Lotus Notes Traveler

Lotus Domino, Lotus Notes, Accessibility, Empowering People, Enabling Business Flexibility

43



China Telecom GMU, China

Telecommunications A large mobile telecommunications services provider in China streamlines its product innovation process and accelerates product development when it works with IBM Software Services for Lotus to implement a solution based on IBM Lotus Connections software hosted on IBM WebSphere Application Server solution

System x: System x3650, Telecom: Service Delivery Platforms (SDP), Software Services for Lotus, DB2 for Linux, Lotus Connections, WebSphere Application Server, Cloud Computing, Collaborative Innovation, Data Serving, Leveraging Information, Smarter Planet

47

City of Nettuno (Comune di Nettuno)

SW IOT Government City of Nettuno - Facilitating access for the disabled community

DB2 Everyplace, Information Management, GTS Integrated Technology Services, Smarter Planet

48

Delphi NA Travel & Transportation Delphi unites global teams for more cost-effective component reuse with Rational DOORS.

Rational DOORS 50

DHL Express Germany

NE IOT Travel & Transportation DHL Express Germany Cognos 8 Go! Mobile, Cognos 8 Business Intelligence, InfoSphere DataStage, Informix Warehouse, Information Management, Business Intelligence

54

EMT GMU, Estonia

Telecommunications EMT gains more flexible, responsive campaign management with an IBM WebSphere ILOG JRules solution from Webmedia

WebSphere ILOG JRules, Business Process Management (BPM), Telecom

58

French Telecommunications Company

SW IOT Telecommunications Drives increased sales revenue by automatically making customers more aware of products that may interest them · Creates a compelling, customized consumer experience that generates loyalty and repeat business

Storage: EXP3000, System x: System x3200, WebSphere Commerce Business Edition, Smarter Planet, New Intelligence / Information & Analytics, Smart Work

62

Globe Telecom GMU, Philippines

Telecommunications Globe Telecom: Gaining marketing agility with smart promotions

WebSphere Integration Developer, WebSphere Process Server, WebSphere Enterprise Service Bus, WebSphere Service Registry and Repository, WebSphere Telecom Web Services Server, Tivoli Access Manager for e-business, Rational Functional Tester, Rational Performance Tester, Rational Service Tester for SOA Quality, Rational Application Developer for WebSphere Software, Rational Software Architect for WebSphere Software, BladeCenter JS12 Express, BladeCenter JS22 Express, Blue Razor, Business Integration, Openness, Security, Service Management, Service Oriented Architecture, Smarter Planet, Systems & Network Management, Web Services

63

Hartman Rauta Oy NE IOT Construction / Architecture / Engineering Consumer Products Industrial Products Retail

Hardware retailer increases mobile messaging security and flexibility while improving integration with IBM Lotus

Lotus Mobile Connect, Lotus Quickr, Lotus Notes, System i: i5 Server

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Idea Cellular GMU, India

Telecommunications This leading GSM mobile service operator built a platform based on IBM Information Management software that enabled it to grow to 60 million subscribers in two years by emphasizing operational efficiencies, implementing an interactive voice response (IVR) system, finding new revenue streams to comp

Cognos 8 BI, DB2 Enterprise, Managing Business Infrastructure, New Intelligence / Information & Analytics, Service Management, Smarter Planet, Business Intelligence, Leveraging Information, Business Analytics

71

Iskratel GMU, Slovenia

Telecommunications Iskratel more than doubles call processing capacity with IBM solidDB to service 2 million calls at peak hours

IBM solidDB, Information Management, Database Management

72

Large US Wireless Provider

NA Telecommunications A U.S. wireless service provider works with IBM Business Partner Softential to implement an Integrated Service Management solution based on IBM Tivoli Netcool/OMNIbus and IBM Tivoli Netcool Performance Manager software, which helps capture data from thousands of geographically dispersed devices

Tivoli Netcool/Proviso, Business-to-Consumer, Business Continuity, Business Service Management, Automation, Systems & Network Management, Asset Management, Business Analytics and Optimization (BAO), Data Warehouse, Enterprise Resource Planning, New Intelligence / Information & Analytics, Next Generation Networks, Smart Products and Services, Smarter Planet

74

mBlox NE IOT Telecommunications mBlox builds a service-oriented architecture with Prolifics and IBM

WebSphere Business Modeler, WebSphere Portal, Rational RequisitePro, WebSphere Process Server, Rational Software Architect for WebSphere Software, Development & Technology Adoption, Enabling Business Flexibility, Optimizing IT, Service Oriented Architecture, Transforming IT

75

Merge Healthcare NA, Canada

Healthcare Merge Healthcare provides doctors with easy, centralized access to medical images, even from a smart phone

Rational Change, Rational Synergy 79

Mobitel GMU, Slovenia

Telecommunications Mobitel to lower costs, boost competitiveness with IBM WebSphere Dynamic Process Edition Components

WebSphere Application Server Network Deployment, WebSphere Business Services Fabric, WebSphere Business Monitor, WebSphere Business Modeler, WebSphere Process Server, WebSphere Service Registry and Repository, WebSphere Dynamic Process Edition, Business Process Management (BPM), Enabling Business Flexibility, Service Oriented Architecture

81

Moosejaw Mountaineering

NA Retail Moosejaw Mountaineering reaches new heights of customer engagement through social commerce

DB2 9 for Linux, UNIX and Windows, WebSphere Remote Server for Retail, WebSphere Commerce - Express, SurePOS 500 Series, Information Management, GTS Integrated Technology Services, Business-to-Consumer, Collaborative Innovation, Enabling Business Flexibility, Industry Framework, Leveraging Information, Small & Medium Business, Smarter Planet, Transforming Business, Retail: Multi-Channel Retail, Retail: Retail Business Intelligence

85

Multinational Medical Products Company

NE IOT Healthcare; Life Sciences

A multinational medical supply company in Switzerland works to fight malaria in sub-Saharan Africa by helping to reduce drug shortages with a solution managed by IBM

LotusLive, Smarter Planet, New Intelligence / Information & Analytics, Smart Work

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Mxtran GMU, Taiwan

Computer Services Fabrication & Assembly

Mxtran connects consumers with mobile commerce using IBM Lotus Expeditor

Rational ClearQuest, Rational Software Architect for WebSphere Software, Lotus Expeditor, Storage: DS4800, GTS ITS Integrated Communications: Mobility & Wireless, GTS ITS Integrated Communications: RFID Services, Smarter Planet

90

PT Excelcomindo Pratama (XL)

GMU, Indonesia

Telecommunications PT Excelcomindo improves service quality with comprehensive network fault and performance management systems ... an IBM QuickView

Tivoli Netcool Performance Manager for Wireless, Tivoli Netcool/OMNIbus, Netcool/OMNIbus, Managing Business Infrastructure, Service Management, Small & Medium Business, Systems & Network Management

96

Shinhan Card GMU, Korea

Financial Markets Shinhan Card secures Korea’s mobile credit cards with IBM software ... An IBM QuickView

DB2 Enterprise 9, DB2 Enterprise Server Edition, Tivoli Access Manager for e-business, Tivoli Directory Server, Tivoli Monitoring, WebSphere Application Server Network Deployment, Information Management, Managing Business Infrastructure, Security, Service Management

98

SmarTone-Vodafone

GMU, Hong Kong

Telecommunications SmarTone-Vodafone gains technological advantages with IBM Tivoli Netcool software.

Netcool for Wireless User Quality Active Client, Netcool for Wireless User Quality Voice Monitor, Netcool for Wireless Video Quality Data Monitor, Managing Business Infrastructure, Systems & Network Management

100

Swisscom Mobile NE IOT Telecommunications Swisscom Mobile uses IBM Tivoli Netcool software for 2G and 3G wireless and business service management.

Netcool for Asset Management, Managing Business Infrastructure

104

Telecom Argentina GMU, Argentina

Telecommunications Telecom Argentina transforms its IT landscape with SAP and IBM Global Business Services

IBM-SAP Alliance, IBM Global Business Services, GBS, Business Intelligence, Enabling Business Flexibility, Enterprise Resource Planning, Human Resources, Information Infrastructure, Information Integration, Optimizing IT, Total Cost of Ownership, Web Self Service

108

Telecommunications infrastructure provider in India

GMU, India

Telecommunications A telecommunications infrastructure provider in India cuts energy use and optimizes the performance of the passive infrastructure of its cellular towers when it works with IBM Global Technology Services and IBM Software Group to deploy a real-time monitoring solution.

GTS Strategic Outsourcing: IT Outsourcing Services, Tivoli Netcool/Portal, WebSphere Application Server, Infrastructure Simplification, Networking, Automation, Systems & Network Management, Learning and Training, Smarter Planet, Smart Work, Dynamic Infrastructure

112

Telenor NE IOT Telecommunications Bringing the benefits of RFID to small and mid-sized companies

WebSphere Portal Enable, Tivoli Enterprise Console, WebSphere Application Server, WebSphere Process Server, WebSphere RFID Premises Server, WebSphere Enterprise Service Bus, GBS Business Strategy, GTS Integrated Technology Services, GTS ITS Integrated Communications: Mobility & Wireless, IBM Global Business Services, GBS, Business Process Management (BPM), C-suite, Innovation that matters, Openness, Smarter Planet, Systems & Network Management, Transforming Business, Wireless, Telecom: Service Delivery Platforms (SDP), Telecom: Service Provider Strategic Transformation

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TelstraClear Limited GMU, New Zealand

Telecommunications TelstraClear strengthens quality of triple-play, next-generation offerings with real-time service management

quality of triple-play, next-generation offerings with real-time service management Netcool/Webtop, Netcool/Impact, Netcool/Reporter, Netcool/OMNIbus, Managing Business Infrastructure

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Toronto East General Hospital

NA, Canada

Healthcare Toronto East General Hospital secures its staff and equipment with an integrated wireless infrastructure.

GTS ITS Integrated Communications: Mobility & Wireless, Smarter Planet

121

University of Cincinnati

NA Education University of Cincinnati: Providing students the wireless communications they need, and more

Business-to-Business, Business-to-Consumer, Business innovation, Enabling Business Flexibility, Telecom, Transforming Business, Wireless

123

Vassar Brothers Medical Center

NA Healthcare Vassar Brothers Medical Center adapts to healthcare challenges through mobile processes.

IBM Global Technology Services Business Partners InnerWireless Vocera Communications

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Case Study QuickView

As a center for Army material testing, laboratory research and military train-ing and the Northeast Region U.S. Army Installation Management Command, Aberdeen Proving Ground (APG) is a key element in the nation’s defense. It occupies more than 72,500 acres in Harford County, Maryland and is home to 66 tenants.

ChallengeAPG faces an enormous balancing act in running an active installation and coordi-

nating construction of new facilities and unit movements. Virtually all APG’s space is

undergoing renovation and expansion by 2012. The Base Realignment and Closure

Act (BRAC) of 2005 is moving the Command, Control, Communications, Computers,

Intelligence, Surveillance and Reconnaissance (C4ISR) mission from Ft. Monmouth

to APG, adding 2 million square feet to installation operations. An aged infrastructure

needs to be replaced. Executive Order 13423 requires improved energy manage-

ment and the investment in renewable energy sources. And in just four years, the

installation’s energy bill increased 20 million USD.

SolutionThe Garrison’s planning team realized that meeting these challenges required a sin-

gle management platform that integrates building automation, asset management

and energy metering information. For nearly 10 years, APG has used IBM Maximo

Asset Management software to reduce the time and cost of asset maintenance for

more than 15,000 equipment assets valued at 8 billion USD. Now, working with IBM

and MCFA (www.mcfaplanning.com), APG is transforming its asset management

program into a Directorate of Public Works (DPW) initiative that helps staff maintain

mission-ready status and control energy costs.

Through this green initiative, MCFA Integrated Facilities Operations and IBM Maximo

software provide APG with a sophisticated Building Operations Command Center

(BOCC) where DPW management, operations staff, energy management profes-

sionals and space managers can address potential problems before they impact

operations or energy costs spiral out of control. As a result, operators can immedi-

ately see if a system is malfunctioning, if current conditions could lead to a problem,

and if any mission-critical assets are not mission-ready. They can also understand

the energy impact of maintenance delays, viewing the daily cost associated when

an asset, such as a boiler, is not serviced on schedule. Maintenance staff has rapid

access to information from any location through the IBM Maximo Mobile solution,

“The IBM and MCFA Building Operations Command Center platform gives us complete visibility and control of our operation so we can fix problems before they spin out of control, run at peak efficiency and effectively support our missions. This has contributed to millions of dollars in savings.”

– Harry Greveris, Director of Public Works,

Aberdeen Proving Ground

Aberdeen Proving Ground saves millions of dollars with IBM and MCFA Energy Management initiative

Overview

Aberdeen Proving Ground Harford County, Maryland apg.army.mil

Industry • Government

IBM Service Management Solution • EnergyManagementCenter,

Enterprise Asset Management Solution Components • IBMMaximo® Asset

Management 6.2 • IBMMaximoMobile • MCFA Integrated Facilities Operations

For more information, visit: www.ibm.com/tivoli

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http://www.ibm.com/us

®

© Copyright IBM Corporation 2008

IBM Corporation Software Group Route 100 Somers, NY 10589 U.S.A.

Produced in the United States of America November 2008 All Rights Reserved

IBM, the IBM logo, ibm.com, Maximo and Tivoli are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml. Other company, product, or service names may be trademarks or service marks of others. The information contained in this documentation is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this documentation or any other documentation. Nothing contained in this documentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM (or its suppliers or licensors), or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

TIC14034-USEN-01

helping to reduce downtime. IBM Maximo software was selected over competitive

products from Datastream and other vendors for its end-to-end visibility and ability

to integrate data from legacy Army systems, including the Army’s Installation Sta-

tus Report (ISR), which assesses installation readiness, and the Army’s Integrated

Facilities System, which maintains records for the installation’s real property.

With accurate information at its fingertips, the APG operations staff has improved

efficiency to support the garrison’s expansion to 20 million square feet. This

increased visibility, control and automation has also improved decision making,

driving a 10 percent reduction in year-over-year spending for millions of dollars in

savings. For example, with greater insight into operations, the installation reduced its

natural gas bill by more than 1 million USD from 2006 to 2007. It has also optimized

when to run costly boilers and improved the throughput of less costly steam from

a biomass renewable energy facility on post. This has reduced consumption of

fossil fuel by more than 700,000 USD a year and improved reliability. Soon, energy

managers will be able to track and bill energy consumption by tenant, enabling the

installation to redirect this spending to other critical areas.

Benefits • Reducedyear-over-yearspendby10percent,drivingmorethan4million

USD in savings

• Improveddecisionmakingtohelpinstallationmaintainmission-readystatus

• Deferredcapitalinvestmentsbyextendingassetlife

• Increasedefficiencytoavoidstaffingincreases

• Reducedconsumptionoffossilfuelbymorethan700,000USDayear

“With IBM Service Management solutions, we can provide government installations with a detailed understanding of what needs to get done and when it needs to get done to reduce costs, improve the quality of service and optimize existing space and assets.” – Michael Fuhrman, Managing Director, MCFA

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AIS manages rapid service growth and complexity with IBM Rational DOORS, IBM Rational Change and IBM Rational Synergy software from IBM.

n Challenge

To maintain and strengthen its

leadership position, AIS needed to

quickly develop and release new

wireless products and services into

the marketplace.

n Solution

AIS chose IBM Rational solutions,

including IBM ® Rational ® DOORS ®

software to manage and trace

development requirements, along

with IBM Rational Synergy and IBM

Rational Change software to

streamline, manage and automate its

development lifecycle.

n Key benefits

AIS can now efficiently define,

develop and deploy services to meet

its expanding business needs. The

solution framework helps AIS reduce

overhead for team lead times, improve

time to market and reduce the time

between new product releases.

Overview

Application lifecycle managementBusiness Case Study

Competitive environment

As Thailand’s largest wireless service

provider, Advanced Info Service Public

Company Limited (AIS) provides 15 mil-

lion Thai customers with mobile phones,

digital and cellular services and other

related services. While rapid growth is

expected at such a dynamic company,

it can be difficult to maintain if solutions

don’t keep up with consumer demands.

Innovation gridlock

To meet the demand for innovation in

Thailand’s competitive mobile phone

marketplace, AIS formed a team tasked

with prototyping, developing and

deploying new services and products.

But an outdated and poorly managed

systems development lifecycle was

straining the team’s ability to innovate.

“We realized that we couldn’t achieve

our goals without further integrating our

people, processes and technology,”

said Arakin Rakchitapoke, infrastructure

design manager at AIS.

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http://ibm.com

http://www-01.ibm.com/software/rational/

In addition, AIS was struggling with

excessive employee turnover and

the need to outsource development,

as both issues were negatively

impacting knowledge capture,

transfer and organizational learning.

Services defined and delivered on

schedule

Rakchitapoke realized the difficulties

his group faced as they developed

innovative products and services with

an outdated systems development

lifecycle. To help, he set up a process

improvement initiative for systems

development that included require-

ments management, change

management and configuration control.

After reviewing the application lifecycle

management offerings of several ven-

dors, AIS chose IBM Rational DOORS,

IBM Rational Change and IBM Rational

Synergy software to help automate its

processes. “The IBM products offered

the capabilities we needed to align

our resources to our objectives,” said

Rakchitapoke.

Performing impact analysis of

requirements changes is now automated

within the Rational DOORS application.

Integration with Rational Change

software enables the team to submit

implementation requests against design

requirements within Rational DOORS.

Requirements for the product, orga-

nized by subsystem, are stored and

tracked within Rational DOORS to

provide a knowledge base for each

requirement.

Key components software• IBM Rational Change

• IBM Rational DOORS

• IBM Rational Synergy

“Now, with DOORS, our team has a

traceable, accessible, single repository

for all project and product information.

Implementation status is now visible in

realtime,” said Narthplypan.

By using these tools as an integrated

solution, the team can better ensure

that services and products are defined,

developed and delivered on schedule

with visible and accessible project

information. As a result, the team now

functions as a cohesive unit with

designated roles and responsibilities

within the development lifecycle.

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“The tight integration between IBM

Rational DOORS and Rational Synergy

enables us to audit the project and

prove compliance to requirements,”

Rakchitapoke said. “Synergy, with its

unique concept of lifecycle-driven,

task-based configuration management,

helps us manage our software releases

and builds more efficiently and robustly.

We can now build and manage releases

at the task level rather than at the file level.”

Full coverage: innovation, efficiency

and growth

The team has been phenomenally

successful—it has reduced employee

turnover and significantly increased

services over the last four years.

“Such rapid growth requires a well-

defined process and proven technology

to control it,” Rakchitapoke said. “IBM

solutions have helped us manage our

growth and complexity.”

As AIS continues to expand its busi-

ness, the team can evolve its software

engineering approach and collaborative

development methodology in order to

lower costs and increase time-to-market

capabilities—continuing to meet the

company’s changing business needs.

“Growth requires a well-defined process and proven technology to control it. IBM solutions have helped us manage our growth and complexity.”

– Arakin Rakchitapoke, infrastructure design manager, AIS

“The IBM solutions make our employ-

ees more efficient and provide high

visibility for management and auditing,”

Rakchitapoke said. “Most importantly,

they help us achieve our goal of retain-

ing and growing our customer base

and business.”

For more information

To learn more about Rational solutions

from IBM, contact your IBM representa-

tive or IBM Business Partner, or visit:

ibm.com/software/rational

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Produced in the United States of America June 2009 All Rights Reserved

IBM, the IBM logo, ibm.com, DOORS, and Rational are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml

Other company, product, or service names may be trademarks or service marks of others.

References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates.

The information contained in this documentation is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this documentation or any other documentation. Nothing contained in this documentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM (or its suppliers or licensors), or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

IBM customers are responsible for ensuring their own compliance with legal requirements. It is the customer’s sole responsibility to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws.

This document illustrates how one organization uses IBM products. Many factors have contributed to the results and benefits described; IBM does not

guarantee comparable results elsewhere.

RAC14054-USEN-01

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Analysys Mason

Challenges:

Toprovideexpertadvicetomobile

networkoperatorsacrosstheworldand

enablethemtooffertheircustomers

competitivemobilephonecharges,

AnalysysMasonproducesspecific

analysismodelstailoredtoindividual

clientneeds.However,withconstant

increasesindatavolumesanda

requirementforquickerresponses,the

oldspreadsheet-basedmethodof

establishingtheseanalysesneededtobe

replacedbyamorerobustplatformthat

wasbothfasterandnon-corruptible.

Solution:

•IBM®Cognos®TM1

Benefits:

•Strongerconsultancyoptionsby

providingitsclientswithinsightinto

revenuesandmargins

•‘Whatif’scenarioplanningtodrive

betterdecisionsonthemostpopular

andprofitabletariffstooffer

•Rapidanalysisofcustomerbehaviour,

helpingserviceteamstoofferexisting

customersnewandattractivetariffs

andsupportcustomerretention

•Anintuitivespreadsheet-basedfront

endthatensuresrapidtake-upby

users

Overview

Analysys Mason provides strategy

consulting advice, operations

support and market intelligence to the

telecommunications, IT and media

sectors. Through the organisation’s

global presence, Analysys Mason

delivers advice to leading commercial

and public-sector organisations in over

80 countries.

The consultancy advises its mobile

operator clients on how to win and

retain customers in a very competitive

industry. AnalysysMason is the expert

in building complex analytical models

to address each client’s specific needs

Case Study

exactly. In this case, AnalysysMason’s

tariff optimisation model, PriceManager,

has two objectives. Firstly, it helps

clients analyse a huge amount of

complex data about phone and text

activity made on the network. This gives

clients an understanding of everything

from global trends to individual

customer needs. Secondly, it ensures

mobile operators make well-informed

decisions about which new tariffs would

be both popular with the customer base

and profitable for the business. IBM

Cognos TM1 replaces spreadsheets

as the core analytical solution for

PriceManager, providing a much more

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low-cost deals to customers. Yet at

the same time, the tariffs must make

business sense in order to support

performance targets for the company.”

It is very difficult to analyse how many

long and short calls are made at

certain times of day, days of the week

or times of the year, resulting in a huge

amount of data to digest. “The mobile

providers are different, with varying

customer bases and performance

objectives—there is no one-size-fits-all

model,” says Eurin. “We have to ensure

that the analysis models we build are

individually tailored to clients.”

Many models used in the industry are

based on spreadsheets. But as the

volume of data increases, along with

customer demand for a broader range

of tariffs, moulding spreadsheets to

client needs becomes increasingly

difficult.

“Spreadsheet-based models were

showing cracks. Mobile operators

wanted to act quickly in response

to competitor activity or new market

opportunity, but the models were slow

and easily corruptible,” continues Eurin.

It was clear that a more robust platform

was required.

robust analysis capability. The solution’s

‘what-if’ scenario planning capability

means clients can easily test every

possible combination of tariffs. Analysys

Mason clients feel confident they are

offering mobile network deals that

maximise both customer satisfaction

and business profit.

The improved analysis and decision-

making support has helped one of

AnalysysMason’s mobile operator

clients increase revenue over a 3-week

period by up to $10 million.

Challenges faced

Analysys Mason provides expert

consultancy to the management

teams of mobile network operators

across the world. The company helps

telecommunication providers offer

their customers the most competitive

mobile phone tariffs, while ensuring

the company is on track with profit

targets. This ability is critical in the

mobile network industry, which is both

saturated and hugely competitive.

“It is not just a case of offering three

tariff options and hoping customers

like them,” says David Eurin, Senior

Manager of Analysys Mason. “There

is more and more pressure on mobile

operators to offer a wide range of

“Putting IBM Cognos TM1 at the core of the tariff optimisation service we offer mobile operators means our clients have access to the most effective analysis and planning solution possible. It ensures that AnalysysMason continues to offer world-leading consultancy, guaranteeing a high level of client satisfaction, while driving a critical revenue stream for our business.”

David Eurin, Senior Manager, Analysys Mason

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Strategy followed

After reviewing a number of solutions

to replace spreadsheets, Analysys

Mason chose IBM Cognos TM1 to be

the core platform supporting its tariff

optimisation model PriceManager.

IBM CognosTM1 provides a realtime

approach to consolidating, viewing

and editing enormous volumes of

multi-dimensional data. IBM Cognos

TM1 stood out from other products on

the market because of its spreadsheet

front end. “Our clients are used to

working with spreadsheets. To ensure

maximum and rapid user take-up, we

wanted PriceManager to be as easy

to use as possible,” says Eurin. “IBM

Cognos gives us the best of both worlds,

combining an intuitive spreadsheet-

based front end, with robust, flexible

analysis and planning capabilities. We

achieved the extra power we needed at

the back end, without compromising the

user-friendly interface of spreadsheets

at the front.”

Benefits realised

Tariff optimisation models such as

PriceManager, based on IBM Cognos

TM1, have helped AnalysysMason

offer a better consultancy service

to telecommunication clients. “With

the IBM Cognos TM1 platform, we

are more able to support our mobile

network clients in rolling out the most

attractive tariffs, ensuring excellent

customer service and retention, while

hitting profit targets,” says Eurin. For

example, Analysys Mason helped a

North African mobile operator improve

performance in two specific areas.

Firstly, using PriceManager with IBM

Cognos TM1, Analysys Mason was

able to consolidate all details relating

to call breakdown better, comparing

the length of calls made at different

times of day. The solution provided a

better understanding of revenues and

margins by individual tariff, and the

value to the customer and business of

each. Secondly, the customer used the

tariff optimisation model to design new

promotions and tariffs.

Eurin comments, “Since working with

us and using the IBM Cognos-powered

PriceManager model, analysis of trends

and tariff performance has become

easier, driving better decision-making

on strategy. Using PriceManager,

this particular customer was able to

introduce new tariffs that brought

an extra $10 million profit above

projections.” Thanks to the solution’s

quick analysis, Analysys Mason

customers can easily test the potential

impact of different tariff structures,

in isolation and in combination with

others, on company performance.

“Testing the potential impact of new

tariffs on future performance is hugely

complex,” explains Eurin. “Before using

PriceManager with IBM Cognos TM1, it

used to take clients days. Now, it takes

just minutes.” IBM Cognos TM1 also

helps to make Analysys Mason’s job

much easier when it comes to follow-up

projects. “The mobile network industry

never stands still. Many clients regularly

request upgrades to the PriceManager

model. It used to be impossible to

update and improve models based

on spreadsheets, so our consultants

would have to start from scratch,” says

Eurin. IBM Cognos TM1 provides a

more flexible base. Now Analysys

Mason is able to build on the original

PriceManager model, adding new and

improved features, without having to

start again.

“The tariff optimisation model

PriceManager provides to mobile

operators is a critical service that

sets us apart from our competitors.

Putting IBM Cognos TM1 at the core

of PriceManager ensures the most

effective analysis and forward planning

possible. The technology supports

Analysys Mason in continuing to offer

world-leading consultancy, ensuring

a high level of client satisfaction, while

driving a critical revenue stream for our

business,” Eurin concludes.

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About IBM Cognos BI and Performance Management

IBM Cognos business intelligence (BI)

and performance management solutions

deliver world-leading enterprise planning,

consolidation and BI software, support

and services to help companies plan,

understand and manage financial and

operational performance. IBM Cognos

solutions bring together technology,

analytical applications, best practices,

and a broad network of partners to

give customers an open, adaptive and

complete performance solution. Over

23,000 customers in more than 135

countries around the world choose IBM

Cognos solutions.

For further information or to reach a

representative: www.ibm.com/cognos

Request a call

To request a call or to ask a question, go

to www.ibm.com/cognos/contactus. An

IBM Cognos representative will respond

to your enquiry within two business days.

About Analysys Mason (www.analysysmason.com)

Analysys Mason delivers strategy

advice, operations support, and

market intelligence worldwide to

leading commercial and public-sector

organisations in telecoms, IT, and

media. Analysys Mason consistently

delivers significant and sustainable

business benefits. We are respected

worldwide for the exceptional quality

of our work, our independence and the

flexibility of our teams in responding

to client needs. The company has

headquarters in London and offices in

Cambridge, Dubai, Dublin, Edinburgh,

Madrid, Manchester, Milan, Paris,

Singapore and Washington DC.


IBM Canada 3755 Riverside Drive Ottawa, ON, Canada K1G 4K9

Produced in Canada September 2009 All Rights Reserved.

IBM, the IBM logo and ibm.com are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml.

Other company, product and service names may be trademarks or service marks of others.

This case study is an example of how one customer uses IBM products. There is no guarantee of comparable results.


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Overview

■ Challenge

To stay competitive, Anhui Mobile

must strengthen its core business

by continually developing new

features and services to meet

customer demand.

■ Solution

Anhui Mobile standardizes on

IBM Rational applications

for change and configuration

management to achieve greater

efficiency and quality.

■ Key benefits

Anhui Mobile improves the

speed and quality of software

development with the help of IBM

Rational solutions, resulting in a

competitive advantage.

Anhui Mobile accelerates software development and configuration management with IBM Rational solutions.

Integrated lifecycle change and configuration managementBusiness Case Study

Competition is fierce in China’s mobile

communications industry. Mobile

providers strive to develop new

features and services that will enhance

quality and attract new customers

across diverse consumer and business

markets.

China Mobile Group Anhui Company

Limited (Anhui Mobile) is no exception.

As a fully-owned subsidiary to China

Mobile Group, the company is the

biggest mobile service provider across

Anhui Province with 100 percent

network coverage. To respond to

market demands, Anhui Mobile’s

software developers were challenged to

manage changes to the requirements

and configurations of their numerous

projects. This ongoing rapid develop-

ment strained the IT department, which

had to incorporate changes quickly

while also managing the company’s

core business systems.

Poor visibility of the entire application

lifecycle, lack of requirements

traceability, and the absence of a

change and configuration manage-

ment system result in missed

requirements, frequent rework, and

schedule overruns.

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The search for a solution

Management launched a search for a new application lifecycle solution. They

required tight integration of configuration management, as well as robust flexibility

to scale to multiple development teams working on a variety of complex projects.

“As many as 40 to 50 new system functionality requirements are in development

at any given time,” said the quality management engineer at Anhui Mobile.

“Because the mobile industry is so competitive, there is a lot of pressure on our

software developers to deliver high quality results on time. As features are becoming

increasingly complex, we realized that we needed more advanced lifecycle

development products to maintain our competitive position.”

Improved visibility and control

IBM® Rational® Synergy and IBM Rational Change software, chosen in June 2006

and implemented in December 2006, met all of the company’s criteria for an

advanced development solution.

“We chose Rational Synergy and Rational Change because they give Anhui

Mobile a powerful software development platform with the robust functionality

we need,” the quality management engineer said. “Now our developers have

integrated change and configuration management throughout the entire application

lifecycle to help them reduce risk and increase control of the development process.”

Rational Synergy software, a task-based configuration management solution, helps

accelerate the release and build management processes, maximize the efficiency

of limited development resources, and unites distributed development teams.

Rational Change software, a Web-based, fully integrated change management

solution helps increase quality by reducing the risk of unwanted or unauthorized

changes being implemented. It also helps ensure accountability by tracking

change requests, improving communication among development teams.

IBM Rational change and configuration management solutions give Anhui Mobile’s

development teams, and all project stakeholders, clear visibility and traceability

of requirement changes throughout the application lifecycle. As a result, teams

are working more efficiently now, since they no longer have to manually trace

requirements or do extensive rework.

“Having a transparent view of all software development throughout the organization

contributes greatly to the overall efficiency of our operations,” the quality manage-

ment engineer said. “IBM Rational has helped us achieve our goal of streamlined

development.”

Key Components

Software

• IBM Rational Synergy

• IBM Rational Change

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The benefits

Synergy and Change software have transformed software development at Anhui

Mobile from an inefficient process to a cohesive, controlled environment that

delivers these enterprise-wide benefits:

• Centralized software development for better efficiency

• Version control to ensure accuracy

• Baseline management for better visibility

• Better report statistics

• Improved team communication and collaboration

In the future, Anhui Mobile plans to expand its IBM solution with IBM Rational

DOORS® for requirements management. In the meantime, the company will

continue to build upon the benefits of Synergy and Change software.

“Anhui Mobile is proud to be a pioneer in adopting IBM Rational solutions within the

China Mobile Group enterprise,” the quality management engineer said. “We now

have the efficient, controlled development approach we need in order to introduce

the most advanced innovations to China’s mobile marketplace.”


To learn more about the IBM Rational Change and IBM Rational Synergy platforms,

contact your IBM representative or IBM Business Partner, or visit:


“ We chose Rational Synergy and Rational Change because it gives Anhui Mobile a powerful software development platform with the robust functionality we need.”— Anhui Mobile Communication

Company Limited

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http://www.ibm.com/software/rational

RAC14063-USEN-01




IBM, the IBM logo, ibm.com, DOORS and Rational are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml



The information contained in this document is provided for informational purposes only and provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. Without limiting the foregoing, all statements regarding IBM future direction or intent are subject to change or withdrawal without notice and represent goals and objectives only. Nothing contained in this documentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM (or its suppliers or licensors), or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

This document illustrates how one organization uses IBM products. Many factors may have contributed to the results and benefits described; IBM does not guarantee comparable results elsewhere.

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Case Study

Asian Paints Limited is India’s largest paint company and Asia’s third-

largest paint company, operating in over 65 countries. Since its inception

in 1942, the company’s paint has been used on thousands of houses,

factories and automobiles.

ChallengeAsian Paints has a sales force team of over 600 personnel who service 25,000

dealers that in turn sell paint to end consumers. Since business processes were

manually managed from the field, managing expectations for such a large and

diverse population of dealers around information, order taking, query handling and

more was a challenge. Salespeople had to travel back to depots to perform tasks

like registering orders, filing reports or checking on complaint status, resulting in

time delays with limited online information. With an automated sales force solution,

Asian Paints could accelerate the sales process and improve efficiency.

Asian Paints also had a need to provide call center agents with very simple and

intuitive office applications to manage basic data capture in the form of creating,

editing and sharing spreadsheets, documents and presentations. A solution would

need to be lightweight to accommodate call center computing limitations as

well as based on open source technology to limit the cost impact of adopting new

office software.

SolutionWith the help of the IBM India Software Lab (ISL), Asian Paints successfully

implemented a sales force automation initiative on personal digital assistants

(PDAs) using the IBM Lotus Expeditor infrastructure—a software framework for

the construction, integration and deployment of managed client applications,

which are deployed from, configured and managed via desktop or mobile device,

usually by a remote server.

Lotus Expeditor extends processes, information and applications in real time,

allowing customers, business partners and employees to reap the benefits of

integration—real-time decision making and interaction that helps to improve

productivity and increase revenue and profit.

Asian Paints revitalizes field sales and productivity with IBM Lotus solutions

Overview

Asian Paints

Mumbai, India

www.asianpaints.com

IndustryRetail •

Employees4,260•

Products IBM• ® Lotus® Expeditor

IBM Lotus Symphony• ™

For more information, visit: ibm.com/lotus

“Lotus Expeditor helped us empower our field sales team with the same strategic data we enjoy at headquarters—and improved productivity in the process.”

—Deepak Bhosale, Chief Manager – IT,

Asian Paints

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http://www.asianpaints.com

http://www.ibm.com/lotus

http://www.ibm.com/software/lotus

Copyright IBM Corporation 2010

IBM Software GroupRoute 100Somers, NY 10589

Produced in the United StatesMarch 2010All Rights Reserved

IBM, the IBM logo, ibm.com, Lotus, Lotus Notes and Symphony are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml.

Microsoft is a registered trademark of Microsoft Corporation in the United States, other countries, or both.

Other company, product or service names may be trademarks or service marks of others.


LOC14185-USEN-00

The solution, called MPower, connects the Asian Paints field sales force to SAP

CRM and SAP R/3 data at headquarters, allowing them to execute the following

business tasks in real time:

Process sales orders and check order status •

Check inventory in warehouse •

Take customer feedback and comments •

Synchronize data on PDA with back-end systems at regular intervals •

Set an automatic scheduler to synchronize the information (useful when the •

salesperson is in an area with no network connectivity)

From the time the salesperson identifies a prospect to the time he or she closes

the deal, the information is fed into the system so that sales managers can

constantly monitor progress and even provide coaching online. The salesperson

can enter information remotely. Since Lotus Expeditor allows data to be stored

locally and later synchronized with the company’s server, the salesperson can also

continue to access and analyze the information while on the move.

Asian Paints also rolled out IBM Lotus Symphony software to 100 users in its call

center. Lotus Symphony provides an intuitive, richly-featured set of productivity

tools based on open source technology that offer integration with traditional

Microsoft® Office applications at a minimal cost.

BenefitsArming remote sales staff with mobile services and business-critical •

information accelerates the sales process

The ability to process feedback in real time helps Asian Paints increase •

customer satisfaction

Sales managers can monitor employee progress in real time and even provide •

coaching from headquarters to improve sales team performance

Lotus Symphony is integrated with the company’s IBM Lotus Notes• ® messaging

software, allowing call center agents to work from a single environment

Familiar productivity tools minimize training demands on new call center employees•

Eliminated software licensing fees for productivity software, lowering total cost •

of ownership

©

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IBM Software Case StudyWebSphere

Managing 110 millionsubscribers likeclockwork

OverviewChallengeBharti Airtel faced dropping averagerevenue per user (ARPU) and skyrocket-ing growth; it needed to find a way toexecute flawlessly using as muchautomation as possible.

SolutionBharti Airtel’s SMART SOA™ solutionwith IBM® WebSphere® technologiesenables the company to outsource itsIT to IBM and other strategic partnersand integrate its systems in order toautomate routine transactions and honecustomer service.

Key Benefits● Ability to provide flawless service to

110 million customers at low margins● Employee productivity improved using

business activity monitoring● Real-time responses to customer

requests

If Bharti Airtel’s 110 million subscribers were a country, it would bethe 11th largest in the world—smaller than Japan, but larger thanMexico. Bharti Airtel is India’s largest cellular service provider and theworld’s third-largest single-country mobile operator. In India, BhartiAirtel’s subscribers represent less than one-tenth of the existing oppor-tunity, so there is a lot of room for growth, but how do you manage anenormous subscriber base and still grow cost effectively?

The cost-conscious consumer and the cut-throat competition make fora difficult operating environment. For example, there’s the challenge ofservicing a user base with steadily declining average revenue per user(ARPU). In India’s rural areas, where the company is finding most ofits new customers, that figure drops to about 50 or 70 Rs., or approxi-mately $1.25 per month. That covers the cost of a few telephone callsat $.01 - .015 per minute. If it doesn’t, Bharti Airtel has more than 10 competitors who would be happy to take the fare. But does it cover the cost of a service call? Not unless the business processes areautomated to the highest degree possible and the service is absolutelystellar—there’s no room for error.

Integrating strategic partnersOne way Bharti Airtel keeps costs under control is by outsourcing itsIT operations. IBM handles more than 80 percent of this business, cut-ting across 700 applications and 3,000 to 3,500 servers, but the remain-ing 20 percent is handled by strategic partners who represent anintegration challenge.

“How do I bring together the utility model for the entire infrastruc-ture?” asks Mehul Shah, chief architect. That’s where the principles ofservice-oriented architecture (SOA) come in along with the concept of reusable services.

The SOA framework that Bharti Airtel has put together is entirelybased on the IBM WebSphere stack of technologies that starts withIBM WebSphere Application Server, and includes IBM WebSphere

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Portal and WebSphere Business Services Fabric. In addition, the company is using IBM DB2® for data management andIBM Cognos® 8 Business Intelligence 8.4 for business intelligence.The IBM software runs on IBM Power Systems™ servers. “OurSMART SOA enables all the pieces to work together even though wehave a fairly heterogeneous environment,” Mr. Shah observes. “That’swhat enables us to provide a great quality of service at a low cost to ourcustomers. With our SMART SOA, our business runs like clockwork.”

Real-time responsesAn example of the type of transaction that has to run flawlessly by itselfis transferring money into a customer account to provide more calltime. “We are largely a prepaid model,” says Mr. Shah. “To rechargean account at Rs. 10, the customer sends one short text message andthe account is recharged in real time. In the process, the transactiongoes through 3 to 5 systems, and there are 8 to 10 million of thesetransactions daily. Without the SMART SOA solution, it would not bepossible for all these different products to talk to each other. This solu-tion has made us more agile.”

According to Mr. Shah, Bharti Airtel’s telecom business could be builtof 600 to 800 software services integrated into the SOA. To date, thecompany has built approximately 150 reusable services handling sevento eight million transactions per day. “We are more than halfwaythrough the journey,” he says.

Smarter telecommunications

Bharti Airtel faces a competitive market and low average revenue peruser (ARPU) numbers, which meansthat it must automate its businessprocess in order to grow and provideoutstanding current service to itsenormous 110 million subscriberbase. Thanks to a SMART SOA solu-tion based on IBM hardware andsoftware, the telecommunicationsgiant is executing like clockwork, andworking smarter the larger itbecomes. Business intelligencelinked to its dashboard businessactivity monitoring solution enablesthe company to tweak its customerservice and resolve any bottlenecks.

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Improving customer serviceThe SOA dashboard tells Mr. Shah how many customer service activa-tions have happened up to the hour in each of the tiers. The SOAdashboard tracks 150 services in three tiers. Tier one and tier two areurban areas, and tier three is rural areas.

“The reason it is important to track them this way is because they aredifferent business models and different channels that we work with,” he says. “And we make different investments in them. So it’s veryimportant that we know what’s happening on an hourly and daily basis,and that aggregates to weekly, monthly and quarterly. For instance, thedashboard tells me if there are any activation backlogs over 25, so thatwe can address the issue of employee productivity and ultimatelyimprove customer service.”

Enabling hypergrowthBharti Airtel activates three to four million new customers per month. “Without SOA, adding three million customers per monthwould be a stretch,” says Mr. Shah. “SOA is an enabler of our hypergrowth.”

Soon there will be 600 to 800 reusable services that will be part of theSOA fabric. “The data collected through these services will migrateinto the SOA dashboard as well as into an analytical solution frame-work, which we will be building with IBM Cognos,” he says.

“Thanks to IBM, we’reworking smarter thebigger we get. Ourpartnership withIBM has brought us theright level of businessunderstanding and theright level of technologyunderstanding toachieve this kind of scaleand agility.”

—Mehul Shah, Chief Architect, Bharti Airtel

Solution ComponentsServer● IBM Power Systems™

Software● IBM® WebSphere® Application

Server● IBM WebSphere Portal● IBM WebSphere Business Services

Fabric● IBM Cognos® 8 Business

Intelligence 8.4● IBM DB2®

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Please Recycle

“This will help us slice and dice data to get a picture of employee pro-ductivity, sales force productivity, service activation times and quality ofservice. Thanks to IBM, we’re working smarter the bigger we get. Our partnership with IBM has brought us the right level of business under-standing and the right level of technology understanding to achievethis kind of scale and agility.”

For more informationContact your IBM sales representative or IBM Business Partner, orvisit us at: ibm.com/websphere

For information on Bharti Airtel, visit: www.airtel.in


IBM CorporationSoftware GroupRoute 100Somers, New York 10589U.S.A.

Produced in the United States of AmericaFebruary 2010All Rights Reserved

IBM, the IBM logo, ibm.com, SMART SOA and WebSphere are trademarks orregistered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked termsare marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks ownedby IBM at the time this information was published. Such trademarks may also beregistered or common law trademarks in other countries. A current list ofIBM trademarks is available on the Web at “Copyright and trademark information”at ibm.com/legal/copytrade.shtml

Other product, company or service names may be trademarks or service marks ofothers.

This case study is an example of how one customer uses IBM products. There is noguarantee of comparable results.

References in this publication to IBM products and services do not imply thatIBM intends to make them available in all countries in which IBM operates.

WSC14185-USEN-00

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http://www.airtel.in


Bharti Airtel grows at a stunning pace by keeping its focus on the customer.

Innovation that matters

“ By working along with us to transform our go-to-market strategies and reinvent our internal processes, IBM has been a partner for the innovation that we see as essential in our ability to sustain our rapid growth.”

– Jai Menon, Group CIO,

Bharti Enterprises and Director

(IT & Innovation), Bharti Airtel

In the global telecommunications

market, it’s hard to imagine a more

fertile environment for explosive

growth than India. With a large, young

and tech-savvy population, an econ-

omy whose growth rate is second

only to China and telephone pen-

etration of just seven percent, India

stands as a textbook example of how

demand for communications services

can be explosive if the conditions are

right. A few years ago, when forecast-

ers predicted a fourfold increase in

subscribers in three years – to 200

million – it seemed impossible. Since

then, however, market growth has

outstripped the unlikely forecast, and

no operator has been better poised

to capitalize on this opportunity than

Bharti Airtel (www.airtel.in).

Overview

■ Business Challenge

Bharti Airtel needed to maximize

its future flexibility and growth

potential by adopting a business-

driven framework for integration,

allowing it to implement and

deliver new services rapidly. With

competition intensifying in the

Indian telecom services market,

Bharti Airtel needed to find a way

to focus on developing new ser-

vices that could set it apart from

the competition and strengthen its

customer relationships.

■ Solution

Bharti Airtel entered into a

comprehensive 10-year agree-

ment with IBM to transform its

processes and take on the man-

agement of its IT infrastructure. Its

new platform provides a standard-

ized framework for Bharti Airtel

to integrate its channels and cus-

tomer-facing processes – enabling

a more seamless customer experi-

ence, higher customer satisfaction

and more profitable growth.

■ Key Benefits

• Ability to process 1.5 million new

customers per month

• Outsourcing of technology enables

Bharti Airtel to focus resources on

growing the business

Based in New Delhi, Bharti Airtel is India’s largest private sector telecom operator, with a strong presence in mobile communications, fixed line services, and domestic and international long distance services. Bharti Airtel is India’s sixth-largest company by market capitalization, with more than 57 million customers (as of 12/31/07) and US$4.2 billion in annual revenues (as of 3/31/07).

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Supporting rapid customer growth with an innovative business model

Based in New Delhi, Bharti Airtel is India's largest private sector telecom

operator and India's sixth-largest company by market capitalization. Bharti

Airtel is also the only operator to offer its services (mobile, fixed line and

Internet access) in each of India’s 23 “circles,” or operating areas. While

this wide service footprint made Bharti Airtel especially well-positioned to

capitalize on India's telecom boom, it also presented the company with signifi-

cant challenges and risks in addressing this demand. In order to keep up, while

also maintaining high levels of customer service, all the processes required to

run its business – from order management and service activation to those pro-

cesses involved in the operation of its core network – needed to run smoothly

and in sync with each other. With the company approaching a new phase in its

growth as a business, and with the need for a compelling user experience of

utmost strategic importance, Bharti Airtel knew it needed to take a fundamen-

tally new look at the way it created and managed its customer-facing processes.

The risks of growth

Bharti Airtel’s other big challenge was the need to make the major investments

in IT infrastructure required to service its rapidly growing base of subscribers.

As a capital expenditure, these investments are typically offset by the future

service revenues that they enable. However, in addition to the inherent risks of a

large fixed investment, Bharti Airtel faced an added financial risk from a steady

decline in India's average revenue per user (ARPU) for mobile telecom services,

the result of government-mandated pricing changes that created – at roughly

eight dollars a month – one of the lowest ARPUs of the region. Thus, while Bharti

Airtel realized that it was absolutely essential to invest in its future growth, fac-

tors unique to the Indian market substantially increased the risks of making

these capital investments.

To address these unique opportunities and challenges, Bharti Airtel established

a far-reaching outsourcing relationship with IBM that substantially mitigates its

IT investment risks by giving IBM full control and ownership of Bharti Airtel’s IT

infrastructure and associated processes. By substituting predictable operat-

ing expenses for risky, upfront capital investments, this strategy fundamentally

transforms the financial underpinnings of its business model. An equally impor-

tant aim of this strategy is to enable Bharti Airtel to focus its energies on grow-

ing, serving and retaining its customer base – and thus fully capitalize on India’s

astounding growth surge.

Business Benefits

• Ability to process 1.5 million new

customers per month

• Improved cross-selling and targeting

and a more seamless, efficient

total customer experience through

end-to-end integration of customer-

facing processes

• Optimization of business processes

and infrastructure through flexible,

standardized integration framework

• Outsourcing of technology enables

Bharti Airtel to focus resources on

growing the business

• Flexible pricing model enables Bharti

Airtel to avoid major increases in

capital expenditures

“ Our new strategy is all about delivering a truly differentiated experience, and having the flexibility to continually improve the customer experience.”

– Jai Menon

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Growth through flexibility

Bharti Airtel knew that the key to capitalizing on its growth opportunities was

to establish deeper and more personalized relationships with its customers,

as well as to provide a consistent, high-quality customer experience. It further

realized that, from an IT perspective, the ability to integrate its diverse systems

and processes was essential. Bharti Airtel saw the flexibility of IBM’s integra-

tion approach – and recognized the application of IBM’s extensive portfolio of

middleware products and expertise in service-oriented architecture (SOA) –

as an ideal match for its integration requirements. Dr. Jai Menon, Group CIO,

Bharti Enterprises and Director (IT & Innovation), Bharti Airtel, was a key archi-

tect of the plan. “Our new strategy is all about delivering a truly differentiated

experience, and having the flexibility to continually improve the customer experi-

ence,” says Menon. “We knew that having a flexible framework for integrating

our systems and customer-facing processes was essential to enabling this – and

that IBM’s strength in this area would prove to be a great fit.”

Incorporating the proven IBM Service Provider Delivery Environment (SPDE,

or “speedy”) Integration Hub solution, IBM Global Business Services designed

and implemented an Enterprise Application Integration platform that integrates

a wide range of customer-facing and back office processes. Its flexibility is

evident in the range of integration options it provides Bharti Airtel. In the case

of customer self service, for example, each of the three main channels – Web,

interactive voice response and short message service – employ different inte-

gration technologies (such as publish/subscribe via IBM WebSphere® MQ and

asynchronous messaging via IBM WebSphere Business Integration Server)

depending on the channel’s technical needs.

In line with its vision, Bharti Airtel's advanced integration capabilities have

enabled the company to transform key aspects of the customer experience;

account activation is just one example. With Bharti Airtel signing up an

average of 1.5 million customers per month, the ability to activate new accounts

with maximum efficiency is essential. By integrating the account activation

process with such key backend systems as billing, provisioning and order

management, Bharti Airtel was able to cut the time required to activate new

mobile accounts by 90 percent. Bharti Airtel’s integration framework has also

led to stronger business intelligence capabilities, which have in turn enabled

the company to maximize the value of its customer relationships through

cross selling and market segmentation. Menon sees these improvements as

part of a broader pattern that came out of Bharti Airtel’s partnership with IBM.

Key Components

Software

• IBM Service Provider

Delivery Environment

• IBM WebSphere Business

Integration Server

• IBM WebSphere MQ

• IBM DB2®

Servers

• IBM System pTM

• IBM System xTM

• IBM TotalStorage® Enterprise

Storage Server ®

Services

• IBM Global Business Services

• IBM Global Technology Services

• IBM Strategic Outsourcing

Why it matters

As part of its first-of-a-kind IT outsourc-

ing agreement, IBM helped Bharti Airtel

create a highly flexible platform for

integrating its customer-facing processes

across all lines of business. The dramatic

process streamlining this system has

enabled is a key reason Bharti Airtel

has been able to add an astounding

1.5 million new customers per month

without a hitch.

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ODC03064-USEN-00

“IBM has played a pivotal role as a strategic partner in contributing to Airtel’s

vision and roadmap for innovation,” explains Menon. “By working along with us

to transform our go-to-market strategies and reinvent our internal processes,

IBM has been a partner for the innovation that we see as essential in our ability

to sustain our rapid growth.”

A key driver of Bharti Airtel’s decision to outsource its IT activities to IBM

was the desire to channel its internal energies and resources into capitalizing

on a spectacular market opportunity rather than on the enabling platforms

needed to do so. The scorching growth of Bharti Airtel’s customer base, and

the ability of its business processes to keep up with this growth, illustrates

the success of this strategy. But it was also driven by the desire to maximize

the efficiency of its operations by entrusting IBM with the ownership and man-

agement of its IT resources, and, in the process, making its IT costs more

predictable and manageable. IBM has held up its end of the agreement by

continually investing in the optimization and consolidation of Bharti Airtel’s

infrastructure – key components of which include IBM System p and System x

servers as well as IBM TotalStorage Enterprise Storage Servers. IBM Global

Technology Services performs ongoing software maintenance and develop-

ment, while IBM Strategic Outsourcing provides installation services, help

desk services and the ongoing management of Bharti Airtel’s IT environment.

Two years into the agreement, Bharti Airtel’s innovation efforts have resulted

in many external recognitions, a highlight of which was receiving the 2006

NASSCOM IT & Innovation Award from the Hon’ble Prime Minister of India,

Dr. Manmohan Singh. Bharti Airtel’s bold strategy has also produced outstand-

ing results at the bottom line. Even in the face of declining average revenue

per customer in India, Bharti Airtel has been able to post an operating cash

flow margin of 40 percent, a full five percentage points higher than the rest

of the industry. Menon sees process efficiency and scalability as a big factor

in its performance. “It’s our ability to bring activation from four days to two

hours, and our billing cycles from 15 days to two hours,” says Menon. “It’s our

ability to handle more and more customers.”


Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/innovation


IBM Corporation 1 New Orchard Road Armonk, NY 10504 U.S.A.

Produced in the United States of America 3-08 All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Enterprise Storage Server, System p, System x, TotalStorage and WebSphere are trademarks of International Business Machines Corporation in the United States, other countries, or both.


This case study illustrates how one IBM customer uses IBM products. There is no guarantee of comparable results.


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http://www.ibm.com/innovation

Retriever offers its solution as a

service to businesses throughout

Australia, the UK and Europe, with

field operations staffs ranging in size

from as few as five to as many as

hundreds of individuals.

Retriever customer, BP Australia,

operates 220 company-owned and

operated stores throughout Australia.

Each of those stores undergoes a

comprehensive on-site compliance

audit on a quarterly basis. A staff of

field-based BP Compliance Advisors,

who operate remotely, performs

these audits. They are responsible

for documenting store performance

in areas ranging from financial and

inventory management, to health

and safety.

IBM Business Partner Case StudyIndustry: Retail, Telecommunications

IBM, Retriever Communications help BP Australia speed data collection for faster analysis and decision-making

Handheld devices and mobile

applications are transforming the way

companies of all sizes manage their

remote field service personnel and

the data they collect. By automating a

traditionally paper and time-intensive

data collection process, and by

integrating remotely collected data into

their systems in real-time, companies

maximize the value of information in

management decision-making.

Retriever Communications, an IBM

Advanced Business Partner, provides

wireless field applications accessible

via PDAs and tablet devices to improve

field worker productivity and data

integration. Leveraging the stability

and security of the IBM System x® to

ensure customer data integrity,

IBM Business Partner:

Retriever Communications

IBM business partner, Retriever

Communications, provides

mobile integrated field service

and field inspection applications

accessible via PDA devices.

Retriever enables companies

to automate field service

staff workflow, maximize

productivity and report

real-time data gathered in

the field, directly to their

enterprise management

systems. Retriever

Communications is

headquartered in

Sydney, Australia

“These new insights

improve our business

operations across the

company, and most

importantly, allow us to

better support our vendors,

serve our customers and

stay competitive.”Daniel Mason, compliance and assurance manager,BP Australia

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“We don’t have to wait

for quarter-end to make

critical decisions on

something that happened

two months ago. Those

decisions are now based on

real-time intelligence and

their impact is immediate

across the organization.” Daniel Mason, compliance and assurance manager,BP Australia

According to Daniel Mason, BP

compliance assurance manager,

prior to utilizing the Retriever mobile

application, not only were the audits

themselves highly inefficient

paper-based procedures, but also

bottlenecks in reporting and

distributing the data collected

compromised the value of the audit

for both the stores and the BP

management organization.

“Our compliance advisors would spend

6-7 hours in each store filling out a

150-question checklist, then they’d

go home and type the results into a

spreadsheet they’d e-mail back to the

store, along with a list of everyone

related to the operations for that

store,” he said. “Add travel time and

that makes for a long day to audit just

one location.” Mason adds that BP

had no centralized repository where

audit data could be accessed by the

management team in Melbourne. Once

per quarter, an administrative resource

in the BP office would collate this data

and compile a summary report for

corporate managers.

Real-time reporting and

integration transforms data

into valuable management tool

BP called on Sydney-based Retriever

Communications to increase the

efficiency of its audits, speed data

reporting and improve data accessibility

throughout the organization. “The BP

compliance advisor can now feed

real-time audit data directly into the

Retriever application via their PDA

as they’re doing the inspection. And

literally within seconds of finishing that

inspection – while they’re shoulder-to-

shoulder with the store manager - they

receive a graphical, intuitive report

showing highlights and areas where

the store needs to focus its efforts,”

said Drew Seitam, Retriever director of

services. “They can do an immediate

walk-through with the manager to deal

with problem areas on the spot rather

than send a Word document 24 hours

later and wait three months for a follow

up review and inspection.”

In addition, leveraging the high level

of integration between Retriever and

the BP back-office systems allows

the system to generate – within

seconds of receiving the data from

the field - seven standard reports

required by higher-level operations

managers. Those managers are also

able to access and manipulate the data

to develop customized reports.

“We’re collecting the same data, but

we’re getting it immediately and now

are able to make intelligent decisions

based on that availability”, said Mason.

In a matter of seconds our managers

can drill down and organize the data

any way they need - by department,

by product class, by territory, by

state - to identify trends,” said Mason.

Thus, operations managers in the

BP headquarters can identify and

gain valuable insight into emerging

problems before they become

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“We’re one of only two

companies worldwide to

have achieved Maximo

OPAL status for wireless

field technician application

extension, so we are going to

leverage all the opportunities

IBM offers to raise our

profile in the marketplace.”Matthew Vaughn, marketing program manager, Retriever Communications

entrenched issues and take immediate

remedial steps. “We can automatically

upload new sets of questions relating

to potential problem areas to all our

compliance advisors in the field via

PDA. We don’t have to wait for

quarter-end to make critical decisions

on something that happened two

months ago. Those decisions are

now based on real-time intelligence

and their impact is immediate across

the organization.”

Mason cites a specific example. In

support of BP vendor advertising and

promotional campaigns BP managers

are expected to set up point-of-sale

(POS) displays throughout their stores.

Early this quarter, BP compliance

advisors began reporting inconsistent

or improper utilization of POS displays.

BP category teams were immediately

alerted to the non-compliance and

mobilized to solve the problem.

Within one week the teams developed

and distributed a POS training pack

for store managers, resulting in

significant improvements in POS

compliance - from 65% to 95%.

The real-time reporting capabilities

of Retriever reduced reaction time by

2 months. “We were able to identify

and solve a problem by looking at

the intelligence gathered from just a

few stores as opposed to relying on a

quarter-end summary report of every

store audit,” said Mason.

Taking a wider perspective, Mason

believes Retriever is one critical factor

contributing to improvements in overall

store compliance rates, which have

increased from 75% to 85% since

Retriever’s implementation. “These new

insights improve our business operations

across the company, and most

importantly, allow us to better support

our vendors, serve our customers and

stay competitive.”

In addition, by restructuring the

actual audit and eliminating the paper

process each BP compliance advisor’s

productivity has doubled, enabling BP

to reduce its field staff by half.

Escalating IBM relationship

Retriever has been an IBM partner since

its inception in 1996. The company

relies on the IBM System x servers

to play a critical role in growing its

Retriever-as-a-service business,

according to Matthew Vaughn, marketing

program manager. “For our customers,

data security and service reliability are

paramount. They rely on us to hold

their data, basically forever, so we really

become part of their office system. Our

servers must be up when they are up,

and the data must be available to them

immediately,” he said. “The IBM System

x provides us with the foundation of

dependability and data protection we

need for our customers’ satisfaction.”

Having recently achieved IBM Tivoli®

Open Process Automation Library

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(OPAL) status, the company is taking

steps to extend its marketing and

business development relationship with

IBM. In the short term, Vaughn hopes

to leverage the tight integration between

Retriever and IBM Maximo Asset

Management software and is working

with his Sydney-based IBM ISV and

Developer Relations Marketing Manager

to identify programs and benefits that

will help Retriever reach out to the

Maximo community. “We want to let

prospective customers know we’ve

achieved Maximo OPAL status for

wireless field technician application

extension, so we are going to leverage

all the opportunities IBM offers to raise

our profile in the marketplace.”


Please contact your IBM sales

representative or IBM Business Partner.

Or you can visit us at: ibm.com

More information about the benefits

and resources offered through the IBM

Business Partner program is available at

ibm.com/isv

To learn more about Retriever

Communications, visit:

retrievercommunications.com

To find out more about BP Australia,

go to: bp.com.au

©International Business Machines 2009IBM CorporationRoute 100Somers, NY 10589U.S.A.

Printed in the United States of America10-09All Rights Reserved

IBM, the IBM logo, ibm.com, Tivoli and IBM System x servers are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at www.ibm.com/legal/copytrade.shtml

Word is a trademark of Microsoft Corporation in the United States, other countries, or both.


IBM hardware products are manufactured from new parts or new and used parts. In some cases, the hardware product may not be new and may have been previously installed. Regardless, our warranty terms apply.


The information in this document concerning non-IBM products was obtained from the suppliers of those products or from their published announcements. IBM has not tested those products and cannot confirm the accuracy of the performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products.

IBM provides information technology products and services. In no event shall IBM’s provision of products or services constitute legal advice and IBM does not represent or warrant that its services or products will guarantee or ensure compliance with any law. IBM’s customer is solely responsible for identifying, interpreting and ensuring its compliance with applicable federal, state and local laws, and regulations and rules relevant to its business and should seek competent legal advice as necessary. Printed in the United States on recycled paper containing 10% recovered post-consumer fiber.

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IBM Business Partner Case Study

Overview

Caritas der Diözese Linz extends a helping hand with IBM Lotus Notes Traveler

The Challenge

Caritas der Diözese Linz wanted

to find a way for its mobile

personnel to communicate easily

with colleagues and with the

organisation’s headquarters.

Caritas needed to enable these

remote workers to send and receive

information without requiring

access to a PC.

The Solution

Working with ILS Consult

(www.ils-consult.at), an IBM

Business Partner, the organisation

upgraded to IBM Lotus Domino

8 with IBM Lotus Notes Traveler

software – providing access to

central IT systems via PDAs.

The Benefits

The solution enables employees

to check email and access central

IT systems wherever they are

working – there is no need to for

them to travel to the office or find a

PC with Internet access. Electronic

transmission of timesheets saves

time and paper, and reduces

workload for administrative staff.

Lotus Notes Traveler is a free

component of Lotus Domino 8, so

there are no additional licensing

costs.

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http://www.ils-consult.at

“Lotus Domino 8 automatically mirrors data between servers, so we can be confident that our systems will be safe even if one of the servers fails.”

Heike Albert

IT Manager


Caritas is the social service

organisation of the Roman Catholic

church, with 162 subsidiaries

working in more than 200 countries

around the globe. Caritas supports

humanity by providing food, water,

medicine, shelter and other services

to the world’s most vulnerable

people, and is one of the most active

social organisations in emergency

programming and disaster response

planning

Caritas has a strong presence in

Austria, with more than 10,000

employees across the country. The

organisation is administered by state

and by diocese, and the division

based in Linz employs around 2,500

people at 60 offices across the region.

A major part of the work performed

by the Mobile Services department

of Caritas der diözese Linz involves

nursing and home care for elderly

people and families, and around 300

of the organisation’s employees are

trained nursing staff.

“Our nursing staff spend most of their

time visiting the people they care for –

helping them with their household and

caring for children and elderly people,”

explains Heike Albert, IT Manager at

Caritas der diözese Linz. “In some

cases, they actually live with the

families they support. As a result, they

don’t have time to visit our offices very

often, and in many cases they don’t

have access to a PC or the Internet, so

it can be a challenge to communicate

with them effectively.”

The nursing staff needed to keep

a manual record of the time they

spent at work. Once a month, they

submitted these records by mail to the

central office, which would initiate an

automated data collection process.

After processing and analysing the

data using a program implemented

on IBM Power Systems technology,

the data was printed out again and

sent back to the employees by mail.

This was a slow and labour-intensive

process, causing a two-week delay

every month and creating significant

workload for administrative staff.

Caritas began to look for a better

solution.

Built-in solution

Caritas began experimenting with

PDAs, using third-party tools to

synchronise them with its central IBM

Lotus Domino email servers. However,

this was not an ideal solution because

the synchronisation tools required

the installation of client software on

Windows-based desktops, and in

many cases, the nurses did not have

access to a PC.

“We wanted a solution that would do

more than just synchronise the PDAs

with the central server – we wanted

to provide real-time access to email

and other systems,” says Andreas

Schneeberger, IT Project Manager.

“ILS Consult suggested upgrading our

IBM Lotus environment, and we were

delighted to discover that Lotus Notes

Traveler, which is a new component

in Lotus Notes and Domino 8, would

deliver the functionality we needed.”

ILS Consult, an IBM Premier Business

Partner and one of the most successful

IT consultancies in Austria, helped

Caritas der Diözese Linz upgrade its

Lotus Domino servers from version

6.5 to version 8 within just two days.

Over the next few months, the Caritas

IT team will begin rolling out the new

Lotus Notes 8 client to users.

“The ILS Consult team worked well

with our in-house team, and we were

glad to have their expert technical

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“Lotus Notes Traveler makes it easier for our nursing staff to complete vital administrative tasks, enabling them to work more flexibly and spend more time with the people who need them most.”

Andreas Schneeberger

IT Project Manager


support during the upgrade,” says

Heike Albert. “The Lotus Notes and

Domino environment is very user-

friendly and our in-house team is very

experienced, so we are confident

that we will be able to manage and

maintain the solution without outside

help.”

Saving time and effort

Lotus Notes Traveler provides

automatic, real-time replication of

email, contacts, calendaring, tasks

and journal functions between Caritas’

central Lotus Domino servers and the

PDAs of the 300 nursing staff.

“The solution means that our staff can

always get access to their email, even

if they don’t have access to a PC – so

they can keep themselves updated

with all the latest information and can

communicate with us easily,” says

Andreas Schneeberger. “Another

useful feature is that they can now

use electronic timesheets, which

send data directly to the central

human resources system – so there

is no longer any paperwork for us

to process. It is a much faster and

more reliable system, saving time for

everyone.”

The Lotus Notes Traveler software

currently works with any mobile device

that runs the Microsoft Windows CE

operating system. In the coming

months, IBM is planning to extend

the range of compatible devices, so

Caritas will be able to choose the most

reliable and cost-effective handsets.

“We are also looking forward to

extending the solution,” says Andreas

Schneeberger. “We are hoping to give

our mobile workers the same degree

of access to central systems as our

office-based staff. For example, we

want to make it possible to use the

PDAs to access the HR system and

apply for leave or request training. If

we can simplify these processes and

reduce the administrative workload for

our nursing staff, they will be able to

spend more time caring for patients.”

Safe data

Aside from the benefits of the new

Lotus Notes Traveler solution, Caritas

der Diözese Linz is also benefiting

from the improved clustering

functionalities of Lotus Domino 8.

The organisation currently runs Lotus

Domino on two IBM System x3550

servers in its data centre, and is

planning to move one of the servers

to a different location as part of a new

disaster recovery strategy.

“The need for a robust disaster

recovery strategy has become

increasingly clear over the last few

years, as more and more of our day-to-

day operations depend on email and

other Lotus Domino-based databases

and applications,” says Heike Albert.

“Lotus Domino 8 automatically mirrors

data between servers, so we can be

confident that our systems will be safe

even if one of the servers fails.”

Flexible working

Heike Albert concludes: “As a social

organisation, it is important for us to

make the best possible use of our IT

budget, so it is a huge advantage that

Lotus Notes Traveler is a standard

component of Lotus Notes and

Domino 8: there are no extra licensing

fees or implementation costs.

“By providing mobile access to central

IT services, Lotus Notes Traveler

makes it easier for our nursing staff to

complete vital administrative tasks,

enabling them to work more flexibly

and spend more time with the people

who need them most.”

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LOC14067-ATEN-00 (September 2008)

IBM United Kingdom Limited PO Box 41 North Harbour Portsmouth Hampshire PO6 3AU

The IBM home page can be found at ibm.com

IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of other IBM trademarks is available on the Web at http://www.ibm.com/legal/copytrade.shtml

Other company, product or service names may be trademarks, or service marks of others.

References in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reference to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any functionally equivalent product, program or service may be used instead.

All customer examples cited represent how some customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics will vary depending on individual customer configurations and conditions.

IBM hardware products are manufactured from new parts,or new and used parts. In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.

This publication is for general guidance only.

Photographs may show design models.

© Copyright IBM Corp. 2008. All rights reserved.

of 132

http://www.ibm.com


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Let’s build a smarter planet

City of Nettuno Facilitating access for the disabled community

Nettuno is a town and municipality of the province of Rome in the Lazio region of central Italy, 60 kilometers south of Rome. A resort city and agricultural center on the Tyrrhenian Sea, it has a population of approximately 46,000. Nettuno has a touristic harbor hosting about 860 boats and a shopping center, selling everything for fishing and sailing.

The NeedBuilt in the ninth century, the city of Nettuno presents many obstacles to access and mobility for disabled citizens and tourists who need to know which shops, offices, government buildings, restaurants and public transportation options are wheelchair-accessible. Until recently there was no centralized, up-to-date source for accessibility information disabled people could rely on to plan their itineraries.

The SolutionNettuno developed an interactive service providing real-time accessibility information via a smartphone application. Named Accessibility City Tag (ACT!), the service enables users to download a free application that identifies which town buildings provide easy and safe access. The service locates the user via GPS capabilities in the user’s handset and streams data via Wi-Fi or 3G networks.

What Makes it Smarter• Links and integrates government and private data to provide a free

service that benefits both the individual and the community• Employs streaming, wireless, Wi-Fi and GPS technology to build a

system tailored to individuals with special needs• Collects data on the level of accessibility of buildings in town and

translates it into useful information to be streamed immediately to users

City of Nettuno (Comune di Nettuno)Nettuno (Roma) Italy Government www.comune.nettuno.roma.it

“ ACT! is a great example of how we can use technology to encourage our disabled citizens to make the most of our town and encourage disabled tourists to visit. It demonstrates how we are using technology to drive smarter management of the town.”— Alessio Chiavetta, Mayor of Nettuno

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Produced in the United States May 2010 All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Everyplace and WebSphere are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml



Solution Components

• IBM® DB2® Everyplace®

• IBM WebSphere®; IBM n.Fluent

• IBM Global Technology Services–Integrated Technology Services

• IBM Business Partner Neo Sesame

For more informationPlease contact your IBM sales representative or IBM Business Partner. Visit us at:

ibm.com/government

Please Recycle IMC14548-USEN-00

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Overview

Delphi unites global teams for more cost-effective component reuse with IBM Rational DOORS.

Component reuse with IBM Rational DOORS Business Case Study

Delphi is a leading global supplier of

mobile electronics and transportation

systems, including powertrain, safety,

steering, thermal, control and security

systems, electrical/electronic architecture

and in-car entertainment technologies.

Every day, millions of drivers travel

the world’s highways in automobiles

built with innovative systems and

technologies by Delphi. Headquar-

tered in Troy, Michigan, Delphi

operates 150 wholly owned manufac-

turing sites in 34 countries. In addition

to its flagship mobile electronics and

transportation systems, Delphi

technology is also found in computing,

communications, consumer electron-

ics, energy and medical applications.

Developing complex systems for the

automotive industry—such as Delphi’s

2008 introduction of the first prepack-

aged driver side airbag assembly in

the steering wheel for the Smart Fortwo

vehicle made by Daimler—demands

strict adherence to customer require-

ments in order to deliver high quality

systems on budget and on time.

■ Challenge

Delphi wanted to automate

requirements management to

promote cost savings through

component reuse among global

development teams.

■ Solution

Delphi selected the IBM Rational

DOORS product for requirements

management to enhance team

communication and collaboration.

■ Key benefits

With Rational DOORS, Delphi’s

teams now share requirements

across different projects, which

helps save time and money while

accelerating time-to-market.

“Our key business challenge was to

improve communication among our

globally diverse development teams

so they could be more productive

when working on parallel releases

with shared requirements,” said Lillian

Kelly, Senior Systems Engineer at

Delphi. “We needed an automated

requirements management solution.”

Opening DOORS to efficient component

re-use

In 1997, Delphi’s management started

evaluating different requirements

management solutions. During the

evaluation period, Delphi completed a

parallel pilot with IBM® Rational®

DOORS® software and another

requirements management tool. After

running both tools for approximately

one year, Delphi selected Rational

DOORS software.

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Delphi unites global teams for more cost-effective component reuse with DOORS.

IBM provided on-site consulting services after Delphi completed training and

implementation. Today, approximately 1,200 employees in North America, Europe

and Asia use the Rational DOORS solution on a regular basis.

“The concept of DOORS was easier for our users to grasp and the tech support

personnel were excellent in helping them get up to speed,” Kelly said. “Also, the

client/server installations were very straightforward, and it was a smooth implemen-

tation overall.”

On a daily basis, Delphi’s global teams use DOORS software to help them

automate requirements management for parallel development. Project team

members can import requirements from the DOORS repository to reuse in a new

project. They can set different competencies views and attribute values, as well

as link the requirements and test procedures to higher level requirements. Delphi

customized the Rational DOORS graphical user interface (GUI) to consolidate

multiple steps into a single GUI.

A small group of Delphi developers are also using DXL, the DOORS eXtension

Language, to customize and extend the standard interface of DOORS software

to create additional requirements management capabilities.

Uniting global teams with Rational DOORS software

Adopting DOORS software for requirements management has helped Delphi

give all of its global teams unprecedented accessibility to requirements, making

it easier to share requirements for parallel development. Because of the improved

communication among global teams, Delphi’s managers now can get a quick

view of the project status and costs incurred throughout the development

lifecycle. They can also more easily catch “orphan requirements” and other

problems earlier in the development lifecycle, thus reducing costly rework. As

a result, the quality of meeting customer requirements has improved and costs

can be managed more accurately.

Key Components

Software

• IBM Rational DOORS

“ The concept of Rational DOORS was easier for our users to grasp and the tech support personnel were excellent in helping them get up to speed.”— Lillian Kelly,

Senior Systems Engineer, Delphi

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“DOORS has helped Delphi improve development team communication, resulting

in meeting customer requirements faster and more accurately,” Kelly said. “Also,

newer team members can be brought up to speed quickly because DOORS is

user friendly.”

“Delphi plans to add other IBM Rational development tools to integrate with DOORS,”

Kelly said. “We know that they will streamline seamlessly with our automated require-

ments management processes in DOORS.”


To learn more about DOORS software, contact your IBM representative or

IBM Partner, or visit:


“ DOORS improves development team communication, which helps us meet customer requirements faster and more accurately.”— Lillian Kelly,

Senior Systems Engineer, Delphi

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http://www.ibm.com/software/rational

RAC14077-USEN-01




IBM, the IBM logo, ibm.com, DOORS and Rational are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml



The information contained in this document is provided for informational purposes only and provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. Without limiting the foregoing, all statements regarding IBM future direction or intent are subject to change or withdrawal without notice and represent goals and objectives only. Nothing contained in this documentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM (or its suppliers or licensors), or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

This document illustrates how one organization uses IBM products. Many factors may have contributed to the results and benefits described; IBM does not guarantee comparable results elsewhere.

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DHL Express Germany

Challenges:

Topromotecontinuedhealthygrowth,

DHLExpressGermany’sinternal

processesneededtobecoordinated

aseffectivelyaspossibleinorderto

boostefficiency,whichisthekeyto

generatingprofit.Withtheultimate

aimofmaintainingDHL’sleadership

intheexpressmarket,theprojectalso

hadtoincludethereorganization,

expansionandstandardizationof

DHL’sexistingBIlandscape.

Benefits:

•Increaseduserconvenience

•Eliminationofmanualprocesses

•Costsavings

•Decisionsupporttooptimise

thebusiness

Platforms:

•SAP

•Oracle

•IBMInformix

•IBMInfoSphereDataStage

Solutions:

•IBM®Cognos®8BI

•IBM®Cognos®Go!Mobile

Overview

A delivery service must be reliable

and fast, while maintaining a constant

overview. This is what customers expect

when they use DHL Express to send

goods all over the world. A rapid and

reliable overview is essential for the

company as well, when it comes to

analysing and assessing its business

processes. DHL Express Germany is

standardising its business intelligence

(BI) environment on IBM Cognos 8 BI and

is optimising its processes. To address

the continuous rise in world trade as the

result of globalisation, today’s transport

services need to be fast and reliable.

Demand for time-critical express

services is rising, with an annual growth

rate of 6 to 8 percent in the global express

market over the last few years. DHL

Express Germany GmbH operates in

this market as an independent company

within the Deutsche Post World Net

subsidiary, DHL.

The organisation’s core business is

courier and express services for private

and business customers. From letters

to 2.5 ton pallets, DHL Express sends

consignments to Germany, Europe

and destinations all over the world, with

timed deliveries available on request.

To achieve this, DHL maintains a huge

global infrastructure, covering 220

countries and regions. About 300,000

employees strive to exceed customers’

expectations every day with rapid and

reliable service. Every year, DHL sends

around 1.5 million consignments to more

Case Study

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Strategy followed

In May 2007, under the technical

management of the Controlling

department, DHL launched the KPR

Express project with the definition of

requirements for its new solution. The IT

department then took over, working in

close cooperation with Deutsche Post’s

inhouse IT service provider.

The system landscape had to be

capable of using existing data and

making it available to other applications.

Secondly, it needed to map the process

chain that the products pass through

as precisely as possible—including

special processes, a common feature in

express business. The third requirement

in the specifications was automation:

“Reports and analyses need to provide

users with a clear view of all relevant

information when required, at the touch

of a button,” states Peter Barysch.

Standardisation was another important

aim. In the past, the company had a

whole range of BI applications, and just

as many information silos. IBM Cognos

8 BI offered all the functionalities the

company needed in a single platform.

Integrated throughout the entire

company, the solution allows analyses

to be run on all data sources, providing

a comprehensive view of national

and international business. Loading

processes and key figures were defined.

Costs were specified for each process

step, with some assigned directly to a

consignment, and other costs divided

than 120,000 destinations all over the

world. The company is the leader in the

international express market, but it faces

tough competition.

Challenges faced

To maintain its leadership in the express

market, DHL Express Germany relies

on a detailed analysis of its operational

business and customer profitability. The

logistics specialist uses IBM Cognos BI

tools to identify potential improvements

and reduce costs. “In the past, sales

controlling focused primarily on sales

growth,” explains Klaus Baumhauer, a

Controller at DHL Express.

“To promote healthy growth, our internal

processes need to be coordinated

as effectively as possible. As well as

improving our service to the customer,

this helps us to work more efficiently—the

key concept is contribution to profit. IBM

Cognos 8 BI supports us with this task.”

The project also included

reorganisation, expansion and

standardisation of the BI landscape.

The first step took place at the start of

2007, with the organisational separation

of the express and parcel divisions. Just

two years before, the two divisions had

set up a customer value management

solution as a databasesupported

application. The application

consolidated sales and costs, but “it

didn’t go far enough,” explains Peter

Barysch, Head of DataManagement at

DHL Express.

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by the total number of consignments,

as well as additional higher level costs.

“To continue to improve our business

intelligence and take account of the fact

that we had become a new division,

we used existing hardware to create a

completely new BI environment and a

new data warehouse,” explains Peter

Barysch.

Ensuring data quality in the data

warehouse—an IBM Informix

database—proved a huge challenge,

with partially incomplete data and

inconsistent processing. These errors

were resolved by means of specific

data enhancement. The process used

a very wide range of data sources,

involving Oracle, SAP, flat files, Teradata

and Excel. Detailed production data

is particularly important for DHL

Express. Peter Barysch explains, “A

consignment can be processed in many

different ways. For example, some of

our customers have high consignment

volumes which, for capacity reasons,

cannot be handled in the local station.

We collect the shipments by lorry and

bring them straight to the gateway.

For other customers, we have our

own staff in the logistics centres,

which is responsible for preparing the

consignment. We need to consider all

the details of these special cases in our

costings. There is also master data,

including customer data, product data,

cost types and information about the

sales structure.”

DHL Express has developed new

loading procedures to handle all this

information and load it into the data

warehouse with the required quality

using IBM InfoSphere DataStage.

IBM Cognos 8 BI was implemented at

the same time. The solution was fully

installed in May 2008, after some initial

performance problems had been ironed

out. “The complexity of this project was

clear from the very start,” recalls Klaus

Baumhauer. “This made the support we

received from management even more

important, and we always knew that we

had full backing from above.”

Benefits realised

The solution is now operating with the

required speed and reliability, analysing

30 million data records in a matter of

seconds, with a clear overview of results

made available to users. Most of these

reports, with up to 15 different sub-

reports, are very complex, and the data

models used provide great added value.

“We now have a very precise view of

our customers’ contribution margins

from a range of perspectives: the

salesperson’s point of view, the

product view and the view at each

individual process step,” explains

Klaus Baumhauer. “We can also

identify the main cost drivers and use

this information to optimise our internal

production processes. Previous-year

and year-to-date analyses help us to

identify trends, for instance: where has

the company improved, where do we

need to take action?” IBM Cognos also

highlights costs that used to be hidden

due to the previous lack of special-

process integration. “For example, we

have a customer whose consignments

cannot be processed by machine.

Rather than using a conveyor belt, these

consignments need to be carried by

an employee—and this generates high

costs. We couldn’t see this with the

previous BI landscape.”

Peter Barysch points out another result:

“We now have figures that are accepted

by controlling from the outset, and

we can use this information to create

fully integrated sales reporting. There

are also some practical benefits. The

user-friendliness of the solution means

that even employees from outside the

controlling area can use the system with

relatively little training.”

Around 100 users from sales, marketing,

controlling and management use the

IBM Cognos solution. They all work with

the same application and the same

data, but have access to user-specific

views to support their decisions and

ensure optimal marketing effectiveness.

“The data models give us the required

flexibility to compile individual

requirements and create reports to

provide optimal support,” says Peter

Barysch. IBM Cognos also generates

highly aggregated overviews for top

management.

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IMC14238GBEN-00

The decision in favour of Cognos was

also based on positive experience

in the past. “Some of the key factors

behind our decision were the effective

and open partnership, the integrated

reporting platform with links to different

functions in the product and the

solution’s user friendliness,” says Peter

Barysch. Whereas in the past data

was entered manually from a wide

range of sources, it can now be loaded

easily into the BI platform, where it

is then available for use in analyses

and reports. Reducing the number of

manual processes—in combination

with the lower server costs—has also

helped to cut operating costs. “The

implementation of IBM Cognos 8 BI has

allowed us to streamline our internal

processes and reduce operating costs

through standardisation. Not forgetting

the additional functionalities,” sums

up Ralf Schweighöfer, CIO at DHL

Express Germany.

Future plans are already in place. On

1 July 2008, the company introduced

a new logistics product, Day- Definite

International, an international

service with delivery guaranteed

on a specific day, demonstrating

another IBM Cognos benefit. The

flexible IBM Cognos solution quickly

mapped the new product, despite

the different processes and the fact

that other parameters drive costs.

Standardisation has brought benefits,

avoiding the need to change a whole

range of different applications. “Our

IBM Cognos solution provides us with

the required transparency and an

optimal tool to manage the product and

maintain a precise view of costs. This

demonstrates the solution’s business

value,” stated Klaus Baumhauer. DHL

Express is not forgetting that IBM

Cognos Go! Mobile usage is due to start

this year with CXO reports sent straight

to managers’ Blackberrys, giving

them access to important business

information at any time, and from any

location.

About IBM Cognos BI and Performance Management

IBM Cognos business intelligence (BI)

and performance management solutions

deliver world-leading enterprise planning,

consolidation and BI software, support

and services to help companies plan,

understand and manage financial and

operational performance. IBM Cognos

solutions bring together technology,

analytical applications, best practices,

and a broad network of partners to

give customers an open, adaptive and

complete performance solution. Over

23,000 customers in more than 135

countries around the world choose IBM

Cognos solutions.

For further information or to reach a

representative: www.ibm.com/cognos

Request a call

To request a call or to ask a question,

go to www.ibm.com/cognos/contactus.

An IBM Cognos representative will

respond to your enquiry within two

business days.

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WebSphereIBM Software

Based in Tallinn, EMT is one of Estonia’s leading mobile telecommunications providers; it owns and operates network infrastructure and develops and markets services and solutions both within Estonia and internationally. The company has more than 80 retail stores and branch offices across the country, and employs 500 people.

EMT’s success can partly be attributed to its sophisticated approach to marketing, which leverages numerous channels to communicate special offers and promotions to existing and prospective customers.

“Whatever method the customer wants to use to interact with us – whether they visit one of our retail stores or our e-shop, or log in to our self-service Web site, or call our customer service team, or just look at their phone bill – we are able to make them the same offers,” explains Alar Jõeste, Project Manager for the Development Team at EMT. “The systems that push these offers out through the channels use a complex set of business rules to decide which marketing content is displayed to which customers – for example, corporate customers might be offered a discount at one rate, while consumers are offered a different rate. At any given time, there could be more than 15 simultaneous campaigns running through EMT’s channels.”

Empowering non-technical staffNew campaigns often require new business rules to be created, or existing ones to be modified. The rules are based on Java code, and whenever the marketing team wanted to launch a campaign, it was necessary to submit change requests to the IT team.

“There were several different repositories for business rules, and it could be difficult just to find the right lines of code – let alone change them!” says Alar Jõeste. “Even a minor change could often require significant development effort, distracting our IT team from more

EMT gains more flexible, responsive campaign management With an IBM WebSphere ILOG JRules solution from Webmedia

OverviewBusiness challengeTo target customers more effectively, EMT uses multi-channel marketing campaigns, driven by sophisticated business rules. Creating and editing these rules was complex, creating significant work for the in-house and external development teams.

SolutionEMT worked with Webmedia, an IBM Business Partner, to create a simpler way to manage business rules, using IBM WebSphere ILOG JRules.

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strategic projects. Moreover, these change requests became part of our monthly development cycle, so it could take up to a month for the new rule to be tested and released. This made it difficult for marketing to react quickly to the latest trends.”

EMT began to look for a more efficient way to manage business rules. The team wanted to implement a single central repository for all rules, and also make it easier to implement minor changes without significant development effort.

“When we started looking for solutions, there was really only one product on the market that could deliver what we needed: IBM WebSphere ILOG JRules,” says Alar Jõeste. “It translates business rules written in Java into a simpler language, so even non-technical staff can make changes to them. We saw this as a huge advantage, because it would allow the marketing team to define their own campaign targets and reduce work for the IT team.”

Partnership for successEMT worked with its long-term IT partner, Webmedia, to implement the WebSphere ILOG JRules solution. The initial design and deployment of the solution took around four months, and the system is still being developed and extended.

“Webmedia is one of our closest partners, and has been helping us with IT support and development for many years,” explains Alar Jõeste. “They understand the logic of our business and know how we work, so they are able to deliver solutions that really meet our needs. WebSphere ILOG reduces our development workload – so, ironically, we actually need less help from Webmedia than we did before. Nevertheless, Webmedia has embraced the solution, which shows that they have our best interests at heart.”

IBM WebSphere ILOG Rule Team Server provides a browser-based interface that enables business users to define, store and edit business rules easily, while Rule Execution Server deploys them into production safely. For developers, Rule Studio provides a more sophisticated Eclipse-based development environment, which can switch between rules and Java code effortlessly.

“More complex rule-changes still need to be implemented by developers – whether they are from our in-house team or from Webmedia,” says Alar Jõeste. “But in general, standard campaigns can be managed by the back-office without much help from us. As a result, it is now possible to create, test and release a campaign within a couple of days – significantly faster than when we were tied to the monthly release schedule.”

Business BenefitsBack-office staff can create rules that •

define how campaigns and services will be used and whom they will target – with-out any need for programming knowledge

IT teams spend less time programming •

rules and can focus on more strategic projects

Simple rule changes can be implemented •

in less than two days, instead of being tied to the standard monthly development and testing cycle. As a result, new campaigns and services can be launched more quickly.

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Efficient and responsiveIn addition to the benefits for the IT and marketing teams, the solution also helps dealers in the retail stores deliver better offers to their customers. Previously, the dealer would have to read through a list of all campaigns and decide which was most appropriate for each customer. Now, the solution can calculate the best offers for each customer based on their age, phone usage, professional status and other factors – so it is easier for the dealer to present a compelling offer, which may help to close the deal.

“As well as marketing campaigns, we are also using the WebSphere solution to manage the business rules that govern the sale of packages and services,” says Alar Jõeste. “There are many complexities here, and having a coherent set of business rules helps us make important decisions more easily.”

Tiit Tammiste, CIO of EMT, concludes: “IBM WebSphere ILOG JRules is making a major contribution to the efficiency of our marketing and sales processes, helping us get campaigns and products to market more quickly, reducing workload for our IT team, and reducing our reliance on external IT suppliers. It is hard to quantify the benefits, but we are confident that the ability to react more quickly to an ever-changing marketplace will help us reduce costs and gain competitive advantage in the Estonian telecommunications sector.”

For more informationTo learn more about IBM software, contact your IBM sales representative or visit: ibm.com

To learn more about products, services and solution from Webmedia, visit: webmedia.ee

“IBM WebSphere ILOG JRules is making a major contribution to the efficiency of our marketing and sales processes, helping us get campaigns and products to market more quickly, reducing workload for our IT team, and reducing our reliance on external IT suppliers.”

— Tiit Tammiste, Chief Information Officer, EMT

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http://www.webmedia.ee



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Produced in Estonia February 2010 All Rights Reserved

IBM, the IBM logo, ibm.com, ILOG and WebSphere are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of other IBM trademarks is available on the Web at “Copyright and trademark information” at: ibm.com/legal/copytrade.shtml.

IBM and Webmedia are separate companies and each is responsible for its own products. Neither IBM nor Webmedia makes any warranties, express or implied, concerning the other’s products.



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Within the global market for mobile communication services, thePhilippine market stands out for a number of reasons. One is itsextremely rapid growth, having gone from single-digit penetration to80 percent in less than a decade. Another is the fact that no country inthe world generates more SMS text messages than the Philippines.What may top the list of notables, however, is the fact that nine ofevery 10 mobile users do so through prepaid plans. The popularity ofprepaid reflects a variety of social and economic factors, including ahigh degree of price sensitivity among the average Filipino mobile customer.

For the country’s mobile operators, the prepaid phenomenon has ledto a unique competitive dynamic, with a window of opportunity forgaining (and losing) customers opening much more often than thefixed-term service contract model. Each time a consumer’s prepaidaccount balance reaches zero, the customer has the choice of replen-ishing with its existing provider, signing with a new provider or lettingservice lapse altogether. That’s the central reason that the rate of cus-tomer churn in the Philippines—and most other prepaid markets—isextremely high. Add this to the market’s maturity and price sensitivityand you get a recipe for cutthroat competition.

Seizing opportunity through agilityIn such an environment, success comes to the fast, nimble and intelligent—defined by the ability to target market opportunities withtactical campaigns, monitor their effectiveness and fine tune them inshort order. That’s exactly how Globe Telecom—the number twoprovider in the Philippines, with 27 million customers—is approachingthe competitive challenge. Globe specifically recognized that the mosteffective way to attract and retain the value-conscious Philippinemobile customer was to spur action through time-limited marketingpromotions—for example, reload HSDPA service with PHP30 and alsoget 24 hours unlimited SMS product. Call it opportunistic marketingin the extreme.

Overview

The NeedGlobe Telecom needed to reach a newlevel of agility in the creation and man-agement of promotional service offerings.

The SolutionIn a joint engagement, IBM and NokiaSiemens Networks designed and built aSOA-based service creation and deliveryplatform that enables Globe to rapidlyand cost-effectively create service offer-ings from reusable service components.

What Makes it SmarterGlobe is able to drive revenue improve-ment from hundreds of simultaneous tar-geted promotions, which are enabled bythe integration of customer intelligence,behavior segmentation, profit simulationand promotion execution—all deliveredthrough an integrated and automatedsolution.

The Result“We can react very quickly to promo-tional opportunities when they arise.”

— Mario Domingo, Head of ProductDesign and Creation, Globe Telecom

Globe Telecom:Gaining marketing agility with smart promotions

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While Globe’s marketing staff had no shortage of creative promotionalideas—or the energy to carry them out—the company’s heavy relianceon its traditional vendors (particularly IN) to develop new services puta major drag on its agility. Under a typical scenario, it took roughly10 months and most often several hundreds of thousands of dollars todevelop and bring a new service to market. Moreover, the fact thateach of Globe’s lines of business operated its own service creation silomade the creation of bundled, composite service promotions equallycomplex due to integration requirements.

Mario Domingo, Globe’s Head of Product Design and Creation, rec-ognized the opportunity to transform service creation from a liabilityinto a source of major competitive advantage by making it faster, lessexpensive and—by extension—far less of a risky proposition.Domingo’s vision was to create a service delivery platform that would use open, SOA-based connections across its infrastructure that would vastly simplify the assembly and provisioning of new serv-ices. Domingo and his team saw IBM—by virtue of its track record,technology and resource breadth—as best positioned to help Globerealize the vision.

Business Benefits● Expected one-year payback period

● 600 percent increase in promotioneffectiveness

● More than 95 percent reduction in the time and cost of developing newpromotions

● Improved uptake of services throughthe smart delivery of promotional offers

● Improved ability to offer “long-tail” pro-motions and services

● Increased market share and revenuethrough improved customer experienceand more effective promotional campaigns

The Inside Story: Getting There

The Challenge … Within telecom providers, the move to a serv-ice delivery platform almost always arouses a protective instinct onthe network operations side of the company—a reluctance to allowany initiative that could threaten the performance and stability ofcore network systems. Globe was no exception. Attempts in previ-ous years to advance its flexible service delivery vision had run intostrong skepticism about the risks of any model that altered thelong-standing reliance on traditional telecom equipment vendors—skepticism that resonated among senior management.

The Breakthrough … The breakthrough came in the form of aninnovative project proposal that combined IBM’s SOA-enabledService Provider Delivery Environment (SPDE) framework andservice delivery expertise with the core telephony expertise ofNokia Siemens Networks (NSN). The SPDE Framework enabledGlobe and NSN to integrate process optimization with businessanalytics. In addition to complementing its technology and expert-ise, IBM’s teaming with NSN gave Globe’s network operations andsenior management the comfort and assurance they needed that theintegrity of core network systems would remain intact.

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Keeping It Small … Equally important to buy-in was a businesscase under which the solution would be deployed in small, manage-able increments and business value would be realized almost fromthe start. In part, this approach acknowledged the bigger risks ofdisruption that “big bang” deployments posed. More essentially,however, it reflected Domingo’s belief that the best way to buildsupport was on a foundation of solid, irrefutable results. To furtherstrengthen support, Domingo and his team engaged IBM to runinformation workshops outlining the benefits and implications ofthe new strategy throughout the company.

Lessons Learned … Looking back at the engagement as a whole,Domingo sees the openness with which Globe was willing to workwith IBM and NSN is a key reason for its success. “Our trust inthe deployment team enabled us to treat them as de facto membersof our internal staff. Our work together with the IBM and NSNteam was as much a partnership from the sales process all the waythrough to delivery. Because we’ve collaborated so closely withIBM and NSN, we’ve essentially ended up with an extendedknowledge pool in terms of what we should be deploying, how weshould go about it and what are the best practices. This collabora-tion was critical.”

Smarter Telecommunications Gaining tactical agility with smarter promotions

Instrumented Information delivered from the customer handsetenables Globe to measure the success of promotionalactivity and ongoing behavior.

Interconnected Using SOA to abstract connections between the net-work and IT systems enables Globe to dramaticallysimplify service creation.

Intelligent Leveraging information gathered from handsets,Globe is able to identify the optimal service promo-tion for each customer—and the best time to deliver it.

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Within just three months of signing the contract, IBM and NSN haddeveloped and commercially launched the first marketing promotionthat leveraged the new solution. Targeted to Globe’s channel partners,it was to yield a 600 percent increase in sales. The use case is that“magic” point—the open window—when a customer walks into aretailer to replenish a depleted balance. At that point, the retailer is thestrongest potential influence over which mobile provider the customerchooses.

The best way for providers to tap into that potential is to provide cashincentives—an approach Globe has long practiced. The problem wasthat the traditional (manual) method of recording new subscribers atthe point-of-sale and sending it upstream for processing took a longtime, requiring retailers to wait as much as six months for payment.Not the strongest incentive for advocacy.

Using the new service platform—known as the Toolbox—Globe devel-oped a smart incentive promotion that records new customers instantlyat the point of sale by capturing information within an activation textmessage sent by the customer. The message not only captures theidentity of the retailer, but also automatically provisions the promo-tional service package for the customer. Most importantly for theretailer, receipt of incentive payments from Globe is nearly immediate,which is probably the biggest reason that the new retailer promotionmodel yielded a greater than 600 percent increase in sales, as comparedwith 15 percent under the older promotion model.

The efficiency of the Toolbox solution derives from its ability to create libraries of reusable service assets, which can then be assembled into composite service offerings. In creating new services,Globe’s developers use IBM Rational® Application Developer forWebSphere® and Rational Software Architect to help simplify thedesign, development and deployment of new promotions and services,while IBM Rational Performance Tester, Rational Functional Testerand Rational Service Tester for SOA Quality help staff to identify thepresence and cause of system performance bottlenecks, automate func-tional and regression testing and improve the quality of Web service-based SOA applications.

Solution Components

Framework● Service Provider Delivery Environment

(SPDE)

Software● IBM WebSphere®● IBM Tivoli®● IBM Rational®

Servers● IBM BladeCenter®

Services● IBM Sales and Distribution● IBM Software Group

“Our ability to developnew service promotionsquickly has given ourmarketing people themeans to be moreaggressive—and hasmade our programsmore effective.”— Mario Domingo

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Timely delivery yields resultsAnother way Globe is using the Toolbox to seize customer opportuni-ties is through the intelligent sensing needs, and the ability to respondto it in a targeted, timely and compelling way. The key to opportunis-tic marketing is awareness. Using the Toolbox solution, Globe’s marketers can configure triggers that automatically detect when, forexample, a customer’s promotional use of three hours worth of high-speed data service is minutes from expiring. At that point, Globe candeliver a personalized, time-sensitive marketing promotion—the rightoffer, at the right time—thereby substantially improving uptake rates,and minimizing the customer’s chance of letting his/her balance reachzero, and ultimately improving market share.

Globe’s adoption of flexible service delivery is a powerful example ofhow “long-tail” promotions—those that are generally short lived,highly targeted, and able to be created cheaply and rapidly—areemerging as the primary engine of long-term revenue growth andprofitability for telcos. The 10 months and several hundred thousanddollars it used to require to create a new service is now down to anaverage of thousands and less than a week from conception to execution—a level of efficiency that enables Globe to offer several promotions per week. Says Domingo: “We can react very quickly topromotional opportunities when they arise. Just as important, we candetect in near real time whether the mechanics of our promotion areworking—and if they’re not, we can change them almost instantly.” Onthe strength of the low cost and flexibility enabled by the Toolboxsolution, Globe expects to achieve full payback on its investment in lessthan a year.

Aiming for number oneDomingo sees Globe’s new service creation platform as figuring promi-nently in the company’s strategy of delivering a superior customerexperience and smart retailer incentive programs to become the num-ber one provider in the Philippines. “Our ability to create and executesmart service promotions with speed and agility gives us a strongopportunity to take leadership in the marketplace,” says Domingo.“IBM’s help in refining and achieving this vision has been crucial toour success.”

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Visit us at:ibm.com/smarterplanet

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Produced in the United States of AmericaMarch 2010All Rights Reserved

IBM, the IBM logo, ibm.com, Let’s Build a Smarter Planet, Smarter Planet, theplanet icon, BladeCenter, Rational, Tivoli and WebSphere are trademarks ofInternational Business Machines Corporation, registered in many jurisdictionsworldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web atibm.com/legal/copytrade.shtml

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Hartman Rauta Oy operates a number of hardware and do-it-yourself (DIY) stores for private consumers and the construction industry. The company’s retail stores focus on providing products for leisure activities as well as interior decoration and construction.

ChallengeHartman Rauta Oy (Hartman) had been using IBM Lotus Notes V7 software

hosted on an IBM System i5 server as it legacy e-mail and messaging platform,

and was satisfied with the existing system. However, the company wanted to take

advantage of a number of new updates and improvements available in the latest

version of Lotus Notes software, including new features that would improve mobile

data security. In addition, Hartman wanted to implement a virtual group working

environment to support improved communication and collaboration.

SolutionHartman worked with IBM to upgrade its e-mail and messaging platform to

IBM Lotus Notes V8.5 software. The upgrade allowed the company to replace

its legacy Intellisync software with IBM Lotus Notes Traveler V8.5 software,

offering quick access to e-mail and attachments, calendar, address book,

journal and to-do list for Lotus Notes mobile users. Hartman also implemented

IBM Lotus Mobile Connect V8.5 software, helping to increase mobile security

for the company’s virtual private network connections. Hartman implemented

IBM Lotus Quickr V8.5 team collaboration software to create a shared work-

space that helps groups work together on projects and easily share everyday

content such as documents and rich media.

Benefits Increased security and flexibility of mobile connections•

Improved integration between the Lotus Notes platform and the company’s •

mobile Symbian operating system–based handhelds

The Domino Attachment and Object Service built into Lotus Notes V8.5 helps •

save storage capacity by minimizing duplicate file attachments

Hardware retailer increases mobile messaging security and flexibility while improving integration with IBM Lotus

Overview

Hartman Rauta Oy

Vaasa, Finland

www.hartman.fi

IndustryRetail•

Employees1,000-5,000 •

ProductsIBM• ® Lotus® Mobile Connect

IBM Lotus Quickr• ™

IBM Lotus Notes• ® V8.5

IBM Lotus Notes Traveler V8.5•

IBM System i5• ®

“IBM Lotus software provides the tools we need to leverage mobile productivity—without sacrificing security.”

—Jari Pienkuukka, Director, Logistics and ICT, Hartman Rauta Oy

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Produced in the United StatesAugust 2009All Rights Reserved

IBM, the IBM logo, ibm.com, Lotus, Lotus Notes, Quickr and System i5 are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml.

Other company, product or service names may be trademarks or service marks of others. The informa-tion contained in this documentation is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this documentation, it is provided “as is” without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this documentation or any other documentation. Nothing contained in this documentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM (or its suppliers or licensors), or altering the terms and conditions of the applicable license agree-ment governing the use of IBM software.

LOC14140-USEN-00

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Iskratel more than doubles call processing capacity with IBM solidDB to service 2 million calls at peak hours


“�Our�use�of�shared�memory�access�in�the�latest�release�of�solidDB�will�enable�us�to�double�capacity�and�achieve�response�times�nearly�three�times�faster.”

– Andrej�Ciglic,�Director,��

Research�&�Development,�Iskratel

Iskratel is a leading developer of adapted and highly integrated solutions in the field of

communications for fast-growing convergent networks. The high quality of its advanced

high-technology networking elements and infrastructure configurations makes the

company one of the key innovators of such technologies.

ChallengeIskratel’s SI3000 family of products enables telecom providers to deliver the full range

of voice, data and multimedia services for both end-users and business users. The

telecommunications equipment supports fixed, mobile, IP and voice-over-IP (VoIP)

networks, delivering the necessary products to control the next-generation network

elements. Iskratel products exercise service, call session and connection control for

NGN (Next Generation Network) call servers, SIP (Session Initiation Protocol) servers,

IMS-based (IP Multimedia Subsystem) architecture products and media gateways.

Vital to the success of the SI3000 products is the underlying database technology

where subscriber data, service details and configuration settings are maintained.

Andrej Ciglic, Iskratel’s director of Research & Development, explains: “The ability of

our applications to access the database in microseconds is a critical issue. Any delays

would further delay the provisioning and configuration of services leaving serious

repercussions for telecom providers.”

The company has traditionally used an internally developed in-memory database

to deliver rapid access to information (90 percent of the workload is read

requests). However, as Iskratel sought to expand its reach worldwide and support

increasingly sophisticated high-volume telecom services, the company realized

this database simply couldn’t deliver the capacity, reliability or redundancy

required. “Our goal is to become a worldwide supplier of telecommunications

equipment, targeting more than €100 million in revenue annually,” says Ciglic. “The

ability to process more BHCAs [busy hour call attempts] means higher system

capacity, which will allow us to support new markets and services.”

SolutionWorking with IBM® database experts, Iskratel implemented the IBM solidDB®

relational, in-memory database as the foundation for its telecommunications

equipment. The development staff evaluated solidDB against several other

databases and selected solidDB according to its high performance and speed.

“We evaluated other similar products and found out that these databases

accessed data in the range of milliseconds,” says Ciglic. “With solidDB, we access

data in the range of microseconds.”

Overview

Iskratel Kranj, Slovenia www.iskratel.com

Industry• Telecommunications

Products• IBM® solidDB®

For more information, visit:ibm.com/software/data/soliddb

ˇ

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© Copyright IBM Corporation 2010 IBM Corporation Software Group Route 100 Somers, NY 10589 U.S.A.

Produced in the United States of America April 2010 All Rights Reserved

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Java is a trademark of Sun Microsystems, Inc. in the United States, other countries, or both.



IMC14544-USEN-00

Besides its extreme speed delivery, solidDB offered a dramatic boost in

database performance. For telecom providers, the key metric of performance

is busy hour call attempts (BHCA)—the number of telephone calls that are

supported at peak hours of the day. Previously, Iskratel’s equipment supported

about 200,000 BHCAs. Today, through product innovations and the use of

solidDB, Iskratel supports upwards of 1 million BHCAs. The company expects

a growth in capacity to more than 2 million BHCAs with the implementation of

solidDB 6.5. “Our use of shared memory access in the latest release of solidDB

will enable us to double capacity and achieve response times nearly three times

faster,” says Ciglic.

Extreme availability of the database—99.9999 percent availability with sub-

second recovery capabilities—was also necessary as any outages can result

in not achieving service level agreements (SLAs), ultimately causing customer

dissatisfaction. The solidDB relational, in-memory database can be deployed in

a two-node, hot-standby configuration with two copies of the data synchronized

at all times. Therefore, Iskratel’s system is able to re-establish data access in less

than a second in case of a failure, completely transparent to Iskratel’s customers.

solidDB also helps Iskratel to reduce time-to-market for new products—such as

SIP servers and IMS solutions for delivery of multimedia and Web services—as

Iskratel’s applications can take advantage of solidDB through standard ODBC

(Open Database Connectivity) and JDBC (Java™ Database Connectivity) SQL

interfaces. “We were surprised with how easy the deployment was,” says Ciglic.

“The open interfaces and ability to easily integrate solidDB into our offering will

likely enable us to go to market one or two years earlier with our new products.”

Benefits

• More than doubles call processing capacity to support 2 million BHCAs

• Improves customer satisfaction by enabling three times faster response

times and continual service availability

• Reduces time-to-market by up to two years, decreases development costs,

and enables much faster expansion into new markets

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IBM Business Partner Case Study

Overview

mBlox builds a service-oriented architecture with Prolifics and IBM

The Challenge

With the increasing maturity and

standardisation of the mobile

messaging market, mBlox wanted

to simplify its IT platform to deliver

greater efficiencies, accelerate

speed-to-market, and reduce the

costs of change. Replacing its

custom-developed billing system

with an off-the-shelf solution and

integrating it across the enterprise

was a first priority.

The Solution

Working with Prolifics

(www.prolifics.com), mBlox built a

service-oriented architecture

around a new ACE*COMM billing

system, Business Objects reporting

tools, and Microsoft Dynamics GP

accounting software. The services

are orchestrated by IBM

WebSphere Process Server and

surfaced through an IBM

WebSphere Portal server front-end.

The solution was created using a

suite of IBM Rational requirements

management and software

development tools.

The Benefits

Billing runs that used to take up to

10 days can now be completed

within just 36 hours. Process-driven

service-oriented architecture

enables rapid development of new

applications by reusing and

orchestrating existing components,

allowing mBlox to set up services

for new mobile carriers within half a

day. mBlox is currently trialling

functionalities that will enable

clients to access billing information

and reporting tools through the

portal, with a view to launching this

capability in a future phase.

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http://www.prolifics.com

“We were very impressed with Prolifics’ professional culture and expertise in systems architecture design and integration… They were very strong in terms of analysing the scope of the project and helping us get a holistic view.”

Tarren Kelly

Vice President of Strategic Programmes

mBlox

mBlox is the world’s largest mobile

transaction network, enabling

businesses to deliver mobile

services and content around the

world. Specializing in global operator

connectivity and mobile billing,

mBlox maintains connections to

more than 500 mobile operators in

over 180 countries through its carrier-

grade network. With offices in the

UK, US and Singapore, the company

employs around 300 people.

“The basic proposition of our

business is that we provide an

interface between content providers

and the mobile carrier networks,

enabling SMS and multimedia

content to be delivered to the right

consumers and correctly billed,”

explains Tarren Kelly, Vice President

of Strategic Programmes at mBlox.

“Different mobile carriers have

different messaging standards,

and most content providers lack

the in-depth technical knowledge

required to access all the mobile

networks. We remove that complexity

and allow them to focus on their core

business of content generation.”

When mBlox was founded, in 1999,

the mobile messaging market was

in its infancy, and there were few

universally accepted standards

for network access protocols. As

a result, mBlox was forced to build

interfaces more or less from scratch

to interact with each individual

carrier – resulting in a complex

infrastructure.

In recent years, mobile messaging

has matured and a certain amount

of technological convergence has

taken place among the carriers.

As a result, mBlox took advantage

of an opportunity to reengineer

and consolidate its interfacing and

billing platforms - thereby reducing

complexity, cutting development costs

and accelerating the creation of new

services.

“We recognized that replacing our

home-grown systems with a more

standardised set of applications

and uniting them in a service-

oriented architecture (or SOA) would

significantly simplify our systems –

allowing us to grow our business more

easily,” says Tarren Kelly. “Creating an

interface for a new mobile carrier would

be much simpler, because we could

reuse existing software components

instead of developing a system from the

ground up – helping us get to market

much more quickly.”

Choosing the right partner

mBlox sent a request for proposals

to a number of vendors, detailing the

company’s plan for a service-oriented

architecture built around a core new

billing system, and integrating with

Business Objects reporting tools and

Microsoft Dynamics GP accounting

software.

Following an in-depth evaluation,

ACE*COMM was selected to provide

the billing solution, while Prolifics would

provide requirements management,

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“With WebSphere Process Server, the billing processes are almost fully automated – so we can perform a full billing run within just 36 hours.”

Tarren Kelly


mBlox

architectural design and systems

integration services, leveraging IBM

Rational and WebSphere software.

“IBM had recommended the Prolifics

team, and we initially chose to work

with them for a relatively small project,”

explains Tarren Kelly. “We were very

impressed with Prolifics’ professional

culture and expertise in systems

architecture design and integration, so

we asked them to take a leading role in

the SOA project.”

Designing a service-oriented

architecture

Prolifics deployed a suite of tools

including IBM Rational Requisite

Pro, Rational Software Architect and

WebSphere Business Modeler to help

establish project management and

Agile development methodologies for

the project.

A key part of Prolifics’ contribution

was to create ‘design patterns’ – rules,

structures and documentation to

ensure that all development work

followed standardised best-practice

models. Using the Rational toolset

to manage the requirements and

documentation made it easier for

the development teams to create a

governance framework and ensure

a unified process for both front- and

back-end design.

“This was a complex and business-

critical project, so it was vital to get a

solid understanding of requirements

and capabilities before we started,”

says Tarren Kelly. “The Prolifics team

were very strong in terms of analysing

the scope of the project and helping

us gain a holistic view. They helped

us establish key processes that

were critical to the success of the

programme – ensuring the quality

of the solution and contributing to

the efficiency of a multi-supplier,

distributed team.

“Once we had created a plan for the

programme, the IBM Rational and

WebSphere tools made it simple

by creating a framework to keep

everything on track. They have been

so effective that we are planning to

utilize their services on other projects

within the business.”

Harnessing automation with WebSphere

Process Server

Prolifics implemented IBM WebSphere

Process Server to capture a number

of key business processes for mBlox,

creating automated workflows to

orchestrate the various services

involved. This has helped to reduce

the need for human intervention in

moving data between the billing,

accounting and reporting systems

– increasing speed and reducing

manual workload, and allowing

employees to focus on higher-value

tasks.

“Previously, some of our billing

processes involved exporting data

from the operational support systems

and performing labour-intensive

tasks,” says Tarren Kelly. “This was

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SWC14023-GBEN-00 (December 2008)

“WebSphere Portal has proven to be such a powerful tool for our internal users that we are now planning to extend access to our clients as well.”

Tarren Kelly


mBlox

IBM United Kingdom Limited PO Box 41 North Harbour Portsmouth Hampshire PO6 3AU

The IBM home page can be found at ibm.com

IBM, the IBM logo, ibm.com, Rational and WebSphere are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of other IBM trademarks is available on the Web at “Copyright and trademark information” at http://www.ibm.com/legal/copytrade.shtml.


IBM and Prolifics are separate companies and each is responsible for its own products. Neither IBM nor Prolifics makes any warranties, express or implied, concerning the other’s products.



IBM hardware products are manufactured from new parts,or new and used parts. In some cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply.




very time-consuming, and monthly

billing could take up to ten days to

complete. With WebSphere Process

Server, the billing processes are fully

automated – so we can perform a full

billing run within just 36 hours.”

WebSphere Portal Server – exceeding

expectations

Prolifics also deployed IBM

WebSphere Portal Server as a front-

end for the new architecture, providing

user-friendly access to the billing,

reporting and accounting systems

via a simple Web browser. The portal

provides a common look and feel for

all the services in mBlox’s architecture,

helping users view data and complete

tasks quickly and effectively.

“WebSphere Portal has proven to be

such a powerful tool for our internal

users that we are now planning to

extend access to our clients as well,”

says Tarren Kelly. “We are currently

running a beta trial for a number of

clients in the US which allows them

to view reports, contracts and billing

data – helping them react more quickly

and manage their campaigns more

effectively.”

Accelerating speed-to-market with SOA

Tarren Kelly concludes: “Prolifics

has helped us design and deploy a

new architecture that is meeting or

exceeding our expectations across the

board. Service orientation gives us a

standardised, flexible platform that can

quickly and easily be extended when

we need to work with a new carrier or

expand into a new market.

“Interfaces that used to take ten days to

build with the old platform can now be

assembled from existing components

within half a day – helping us get to

market ahead of the competition.

Also, by increasing business process

automation, we have been able to

reduce operational costs and boost the

speed of billing significantly.

“This is the largest strategic

programme that mBlox has ever

undertaken, and it was crucial to

realise the benefits within a very

aggressive timescale. Despite

numerous scope changes and other

challenges, Prolifics has helped us

keep the programme on course,

and we expect to see a full return on

investment in the near future.”

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http://www.ibm.com



Established in 1987, Merge Healthcare is a designer of medical imaging

solutions that aid healthcare facilities with various tasks ranging from

imaging workflow to billing. The company’s solutions facilitate the trans-

ferring of diagnostic data and medical images to additional applications.

ChallengeTo view medical images, doctors traditionally either require film or sophisticated

equipment capable of handling large downloads (typically found only in medical

facilities). Wanting to provide its customers with increased access to these images,

Merge Healthcare sought a way to take advantage of the proliferation of smart

mobile devices with high-end graphical interfaces to bypass the need for specialized

image-viewing systems.

SolutionUsing IBM and Rational® change management software, Merge Healthcare devel-

oped technology that enables medical professionals to view medical images—such

as X-rays, computed tomography scans and MRIs—via wired and mobile devices,

including laptops, smart phones and Web-enabled PDAs. The company’s new tech-

nology can help medical professionals quickly view emergency cases, consult with

colleagues or forward critical images to specialists worldwide.

BenefitsAllows doctors who are not physically on site to lend their expertise and provide •

medical assistance—a breakthrough for the medical profession

Enables the client to provide customers with software functionality that •

differentiates their product from those of their competitors

Saves time by facilitating prompt access to medical imaging data—enabling •

faster response to critical situations

Merge Healthcare provides doctors with easy, centralized access to medical images, even from a smart phone

Overview

Merge Healthcare

Ontario, Canada

www.merge.com

IndustryHealthcare •

ProductsIBM Rational• ® Software Services

IBM Rational Change•

IBM Rational Synergy •

“By working with IBM, we’ve been able to design a solution that places more information in the physician’s hands.”

—Peter Bascom, Senior VP, Engineering,

Merge Healthcare

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http://www.merge.com



Produced in the United StatesJanuary 2010All Rights Reserved

IBM, the IBM logo, ibm.com, and Rational are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml.



This document illustrates how one organization uses IBM products and services. Many factors have contributed to the results and benefits described; IBM does not guarantee comparable results elsewhere.


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Visit us at: ibm.com/software/rational

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http://www.ibm.com/software/rationa

IBM Case Study

Mobile operators have abandoned the

search for the killer apps that might

transform the market in the way e-mail

has revolutionized communications.

Instead they are focused on delivering

more unique, customized and complex

services to the market with shorter

lifecycles. With no more mass markets,

communications service providers

(CSPs) need to be able to accelerate

time-to-market for these innovative

services and minimize the cost of

bringing such services to market given

their potential for a short lifespan.

Consider, for instance, Mobitel,

Slovenia’s largest mobile

communications company. A mid-

sized company, Mobitel develops its

own innovative mobile solutions in

Mobitel to lower costs, boost competitiveness with IBM WebSphere Dynamic Process Edition Components

Overview

“Working with IBM has been a great experience. I’ve never seen so much involvement on the part of a vendor. IBM’s commitment to our success helped drive our SOA project to completion.” –Bostjan Robeznik, IT Director, Mobitel

Challenge

Manage complex environment to

support fast implementation of

innovative new products in

competitive telecom market

Solution

Dynamic Business Process

Management (BPM) powered by

Smart SOA solution simplifies

complex IT environment and

leverages business services

developed once and reused many

times through federated (SOA)

using New Generation Operations

Software and Systems (NGOSS)-

based approach

Benefits

• Costsavingsduetobusiness

optimization

• Improvedcustomerservice

through fast implementation of

mobile offerings

• Abilitytosharein-house

developed services with

subsidiary operators

• ImprovedbusinessandIT

alignment and collaboration

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Key Components

Software

• IBMWebSphere®Business

Services Fabric

• IBMWebSphereTelecomOperations

ContentPackforWebSphereBusiness

Services Fabric

• IBMWebSphereBusinessMonitor

• IBMWebSphereBusinessModeler

• IBMWebSphereApplicationServer

Network Deployment

• IBMWebSphereServicesRegistry

&Repository

• IBMWebSphereProcessServer

accordance with the needs of the Slovenian market and users’ demands, keeping

development in the Slovenian mobile telecommunications market parallel to the

most advanced countries worldwide.

For Mobitel, the infrastructure required to support the feverish pace of innovation

can be complex. “We implement the services of the future today, bringing the

convergence of voice, data, Internet, video, television, advertising, local services and

socialnetworks,”saysMobitelCEOKlavdijGodnic.“Weachievethisbyintegrating

with many established technologies, products and service suppliers in the industry.”

Mobitel has embraced the challenges of managing complex processes, systems,

applicationsandinterfacesbyadoptingBPMandserviceorientedarchitecture

(SOA)technologytoaccelerateitsspeedtomarketandoptimizethebusinesscosts

involved in generating new products.

“SOAincreasesourefficiency,”saysMitjaStular,MobitelCTO.“Itbringsakindof

organized distributed modularity into our network. Previously, we had many, many

modules which were programmed in Java and C++.”

Simplifying IT architecture

Ironically,theinitialreasonsforimplementingBPMandSOAatMobiteldidnot

includecostconcerns.MobitelITDirectorBostjanRobeznik,wholedthepushto

implementanSOA,campaignedinitsfavorbyfocusingonthearchitecturalbenefits

toIT.“IapproachedMobitel’sexecutiveswiththeideathatSOAisaclearmustfor

thefuture,”hesays.“YouhavetohaveanSOAinordertoenjoyacleanITstructure.

SOAenablesustoorchestratetheentireITlandscapeandallitsapplications

using a single business support system. It was only after we had obtained funding

andimplementedtheSOAtechnologythatwebegantorealizethepotentialfor

business optimization.”

ToconvertitsinfrastructuretoanSOA,MobitelchoseIBMasapartner.“We

didquiteadeepanalysisofthemarketatthattime,”saysRobeznik.“IBM

wasqualitativelydifferentcomparedtoothervendorsandtheleaderinSOA

development.OurconclusionwasthatIBMcouldofferusasolutionwhichwould

help us achieve our goals.”

Infact,IBM’sexpertiseandcommitmentwerecriticalfactorsinthesuccessof

theproject.“Sincethestartoftheproject,IBMactuallyinvestedalotintoMobitel

with their valuable knowledge, and with their experts who helped us onsite,” says

Robeznik.“WorkingwithIBMhasbeenagreatexperience.I’veneverseensomuch

involvementonthepartofavendor.IBM’scommitmenttooursuccesshelpeddrive

ourSOAprojecttocompletion.”

Fast rollout of SOA with industry specific solutions

MajordifferentiatorsthatledMobiteltochooseIBMwerethetwoproductsthatthe

companyusedtoimplementBPMandSOA:IBMWebSphereBusinessServices

FabricandIBMWebSphereTelecomOperationsContentPackforWebSphere

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BusinessServicesFabric.BothproductsarekeycomponentsoftheIBMService

ProviderDeliveryEnvironment(SPDE)framework.BasedonaNGOSSapproach,the

SPDE Framework helps CSPs quickly deploy more solutions while increasing business

agilityalongtheway.ThismeansthatsolutionsdeployedwithSPDEcanbeextended

with new capabilities, meeting new and perhaps unanticipated business requirements,

and as a result extend the business value of their systems.

“OneofthegoalsoftheSOAprojectwasthefastrolloutofindustrystandardbusiness

processesanddataobjects,”saysRobeznik.“ThisisapartoftheTelcoPack.Andthe

BusinessServicesFabricgivesustheabilitytodynamicallyselectservicesbasedon

policy. We could not obtain these capabilities from any other vendor.”

WebSphereBusinessServicesFabricusesabusiness-definedvocabularyand

taskstoenabletheassemblyofexistingandnewITassetsintoBPMandSOA-based,

discrete, reusable and sharable business functions called “business services.”

TheIBMTelecomOperationsContentPackprovidesprebuiltindustryBPMand

SOAcontentbasedonTeleManagementForum(TMF) standards and integrates

seamlesslywiththeWebSphereBusinessServicesFabricplatform.Aprojectsuch

asthishighlightsthepracticalbenefitsofSOAandaframeworkapproachtoreduce

complexityanddeliverareturnoninvestment(ROI)quickly.

“OneofthestrongpointsofIBMBPMSOAsolutionisthatitcoversthecomplete

lifecycle of the process, starting from modeling and ending at monitoring and

operating,” adds Stular.

MobitelwillusethecomponentsofIBMWebSphereDynamicProcessEdition,IBM’s

end-to-enddynamicBPMfoundationalofferingincludingIBMWebSphereBusiness

Modeler,WebSphereBusinessMonitorandWebSphereBusinessServicesFabric

capabilities.

WebSphereDynamicProcessEditionwillenableMobitel’sITandbusinessusersto

model and simulate processes; make fast process changes and rapidly deploy those

changes; and monitor, predict and act on business processes on a day-to-day basis.

AtthecoreofeverysuccessfulBPMandSOAprojectisaSmartSOAApplication

Foundation. Mobitel focused on their existing application foundation, an open source

JBossApplicationServer,andreplaceditwiththeinnovative,performance-based

WebSphereApplicationServerNDtodeliveronbusinessobjectivesandcontainor

even reduce cost.

Adding value with industry standards

AccordingtoRobeznik,theIBMWebSphereproductsareuniqueintheindustryfor

their adherence to industry standards. “Adopting the industry standards means using

the best practices from around the globe, which help us run optimally,” he says. “Also,

TelekomSlovenijed.d.ownssomemobileoperatorsthatcannoweasilyadoptour

solutionbecauseitisbasedonindustrystandards.Thismeansourknowledgecanbe

leveraged for additional benefits.”

“One of the goals of the SOA project was the fast rollout of industry standard business processes and data objects. This is a part of the Telco Pack. And the Business Services Fabric gives us the ability to dynamically select services based on policy. We could not obtain these capabilities from any other vendor.”–Bostjan Robeznik

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Bringing two worlds together to align

business and IT

Inmostcompanies,ITandbusiness

occupy radically different frames of

reference and do not often communicate

effectively.ThiswasthecaseatMobitel.

However,SOArequiresthebuy-infrom

business units as well as the executive

suite.SOAtendstoreshapeprioritiesfor

business units in that shared services

are far more likely to receive priority

than stand-alones. In addition, through

itsabilitytomapITservicestobusiness

goals,SOAencouragestheexamination

of business processes and tends to

make them more rational by minimizing

redundantorinefficienttasks.Business

process optimization and lower costs are

the result of this examination. And cost

reduction, especially in times of recession,

is of utmost importance to Mobitel. With

the promise of business optimization

and the cost reductions that it brings,

Robeznikobtainedbuy-infromMobitel’s

business units.

TwoIBMproducts—IBMWebSphere

BusinessModelerandIBMWebSphere

BusinessMonitor—enabledMobitelto

achievebusinessoptimization.Business

processmodelingwithIBMWebSphere

BusinessModelerenablesusersto

visualize, document and model business

processesforprocessexecution.The

resulting business processes can be

service-enabledthroughBPMandSOA.

WebSphereBusinessMonitorprovides

visibility into the effectiveness of business

processes and performance.

“ByusingtheBusinessModeler,

the business people have a way of

communicatingwithITandproviding

ideas on what the business processes

shouldlooklike,”saysRobeznik.“Our

businesspeopleusedtheBusiness

Monitor to measure our human tasks

andourdifferentKPIs.Thisbidirectional

communicationbetweenITandthe

business units gives us more agility in

the market and helps us lower costs.

Migration of services to the WebSphere

platform has reduced the number of

servers and operating costs. We also

canintroducenewservicesfaster—

such as a self-service portal, and a

newbillingandCRMapplication,so

we’re providing better support to our

customers, who are happier as a result.”

ThroughaBPMandSOAcompetency

center, Mobitel writes new business

services once and reuses them many

times as developers access the services

theyneed.Thecenterhasasignificant

impact on the deployment of new

processes and their upgrades, on the

initial phases of modeling, and on service

naming and the use of appropriate

standards.“WithIBM’scontinued

support,theSOAmodelwehavebuiltwill

sustain our evolution for many years to

come,”Robeznikconcludes.


ContactyourIBMsalesrepresentative

orIBMBusinessPartner,orvisitusat:

ibm.com/soa

ibm.com/websphere

FormoreinformationonMobitel,visit:

www.mobitel.si/eng

©CopyrightIBMCorporation2009

IBMCorporation SoftwareGroup Route100 Somers,NewYork10589 U.S.A.

Produced in the United States of America March2009 AllRightsReserved

IBM,theIBMlogo,ibm.comandWebSphereare trademarks or registered trademarks of InternationalBusinessMachinesCorporationin the United States, other countries, or both. IftheseandotherIBMtrademarkedtermsaremarked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common lawtrademarksownedbyIBMatthetimethisinformation was published. Such trademarks may also be registered or common law trademarks in othercountries.AcurrentlistofIBMtrademarksisavailable on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml

Otherproduct,companyorservicenamesmaybetrademarks or service marks of others.

ThiscasestudyisanexampleofhowonecustomerusesIBMproducts.Thereisnoguarantee of comparable results.

ReferencesinthispublicationtoIBMproductsandservicesdonotimplythatIBMintendstomakethemavailableinallcountriesinwhichIBMoperates.

WSC14081-USEN-02

®

of 132

www.ibm.com/soa


www.mobitel.si/eng

ibm.com/legal/copytrade.shtml


Moosejaw Mountaineering reaches new heights of customer engagement through social commerce.


Overview

n The Need

To thrive in the highly competitive

market for outdoor adventure

gear, Moosejaw Mountaineering

needed to create a customer

experience that would engage

a customer community whose

appetite for extreme sports is

matched by a hunger for commu-

nication and collaboration.

n The Solution

Moosejaw sought to make its site

the go-to destination for young, hip

high school and college students

and for hard-core outdoor enthusi-

asts by embedding rich community

features into its online commerce

experience, thus becoming one of

the first outdoor-adventure retail-

ers to make multichannel “social

commerce” the cornerstone of its

growth strategy.

Online commerce has changed a

lot in the decade since it entered

into the cultural mainstream. Driven

by relentlessly rising customer

expectations, sites have become

easier to use, merchandising has

improved and, to put it simply, com-

panies have gotten better at online

commerce because they’ve come

to understand its many nuances.

In spite of these changes, however,

the essential character of online

retail – namely, the extension of tradi-

tional retail practices to the Internet

channel – has remained largely

unchanged. So, too, have some basic

and long-held assumptions about the

way consumers buy and what they

are looking for from an online retailer.

n Key Benefits

• Increased revenue from an

expected increase in conversion

rate (based on an initial increase

to 50 percent)

• Expected increase in customer loy-

alty and word-of-mouth expansion

through a more engaging and col-

laborative online retail experience

• Ability to deliver seamless

messaging, programs and

customer experience across

all channels

• Expected increase in customer

satisfaction through richer, more

informative pre-purchase support

(e.g., customer ratings)

Based in Madison Heights, Michigan, Moosejaw Mountaineering, Inc. is one of the nation’s leading outdoor-adventure retailers. With seven retail locations employing 250 in Michigan and Chicago, the company’s online retail, Moosejaw.com, was rated a top 50 Web site according to Internet Retailer.

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Enriching the retail experience with the power of social networking

The traditional view of online transactions is anchored on the idea that online

stores are first and foremost a venue for transactions, which, by and large, tend

to be tightly structured interactions involving the buyer and the retailer. Within

this interaction, the retailer’s key job is to provide customers with the information

they need to purchase – such as pricing, product descriptions and orderly

merchandising – and to deliver all within the context of a superior customer

experience. However, the way customers are seeking and processing this infor-

mation is beginning to change, and that’s expected to have a big impact on

tomorrow’s online experience.

The biggest reason is the sweeping impact of Web 2.0, a term that describes

a paradigm shift in the way people use the Internet to interact with each other –

and with information. The key earmark of Web 2.0 is the exploding popularity

of user generated content, examples of which range from blogs, wikis and

discussion groups to YouTube and MySpace. What each has in common is a

decidedly “bottom-up,” approach to generating and sharing information that’s

heavy on collaboration and light on hierarchical structures. So how does this

impact online retail? The answer, in large measure, lies in demographics and

changing expectations.

Community meets commerce

When the younger consumers driving the Web 2.0 wave want to buy online,

they’d prefer the same kind of collaborative, bottom-up information exchange

in their shopping experience. This, in effect, resets the goals and parameters

that retailers have to consider in configuring their online strategies. While issues

like merchandising and navigation remain important, retailers also need to

provide an environment that supports the interaction of customer communities,

which are exerting more and more influence on buying behavior. This is espe-

cially true for products that reflect a lifestyle or a set of emotional values. That’s

why Moosejaw Mountaineering (www.moosejaw.com), a fast-growing retailer

specializing in outdoor, surf, skate and snowboard equipment and apparel, is

such a good example of how it can work. Relying on a host of retail solutions

from IBM and IBM Business Partner CrossView, Moosejaw sought to make its

site the go-to destination for young, hip high school and college students and

for hard-core outdoor enthusiasts by embedding rich community features into

its online commerce experience, thus becoming one of the first retailers to make

“multi-channel, social commerce” the cornerstone of its growth strategy.

Now a fast-growing chain with seven stores and 250 employees, Moosejaw

owes much of its success to a fiercely loyal customer base. The roots of this

loyalty lay in the company’s ability to make shopping fun, as well as its abil-

ity to provide the right product mix, strong product and technical support and

Business Benefits

•Increasedrevenuefromanexpected

increaseinconversionrate(basedon

aninitialincreaseto50percent)

•Expectedincreaseincustomerloyalty

andword-of-mouthexpansionthrough

amoreengagingandcollaborative

onlineretailexperience

•Abilitytodeliverseamlessmessaging,

programsandcustomerexperience

acrossallchannels

•Expectedincreaseincustomer

satisfactionthroughricher,more

informativepre-purchasesupport

(e.g.,customerratings)

•Strongerbrandthroughamore

consistentmulti-channelexperience

“ Our strategy has been to reinvent the way people shop for outdoor, surf, skate and snowboard apparel and equip-ment. IBM – through its technology and retail thought leadership – has been instrumental in helping us realize this vision.”

– Jeffrey Wolfe, COO,

Moosejaw Mountaineering

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a constant drive to develop unique, innovative ways to communicate with

their customer. But with no shortage of competitors in the “outdoor adventure”

space – many large and well known – Moosejaw faces the ongoing challenge of

making itself the destination of choice. Rising to this challenge, the company

has introduced a steady stream of features that have resonated with custom-

ers, including over 50,000 customer reviews, texting of tracking numbers and

promotions to mobile phones, and its Moosejaw Madness community, where

customers post photos from their latest adventures, read the irreverent Daily

Remark and immerse themselves in Moosejaw’s unique culture. While features

like these have been highly successful, Chief Operating Officer Jeffrey Wolfe

believes that Moosejaw has only scratched the surface of what it can do for its

customers. “We are on the verge of truly blurring the lines between Web, retail,

mobile, catalog, call center and kiosk, taking the best of each channel and

making it possible across all channels.”

Moosejaw’s approach to multi-channel, social commerce was to implement a

new solution from the ground up with help from IBM and IBM Business Partner

CrossView. One of the key benefits of the solution is its ability to create a seam-

less, interactive, community shopping experience across every sales channel.

Customers can interact with Moosejaw staff and with other customers on the

Moosejaw Web site and then connect those threads on their mobile phones

and when they come into the Moosejaw retail stores. Perhaps more valuably, it

provides Moosejaw with a ready-made platform for integrating these social net-

working capabilities deeply into its commerce platform. Imagine, for example,

a customer looking for a tent suitable to use at 20,000 feet and 20 below zero.

Instead of simply searching through a catalog, customers can now search by

a product’s rating, while also taking into account customer profiles that include

product usage experience. Getting product feedback from someone who has

actually used that tent on Mount Everest or K2 is a far cry from standard catalog

information – and that’s exactly what Moosejaw is shooting for. Key to the realiza-

tion of this vision is the company’s work with IBM Toronto Software Lab, which is

working with Moosejaw to develop this breakthrough capability.

Moosejaw’s physical stores also figure prominently in its strategy. A standout

feature of the new solution is its ability to provide truly seamless support to –

and thus create a common, superior experience through – all of Moosejaw’s

channels. Key to this capability is CrossView’s Point of Sale solution which

extends the capabilities of IBM WebSphere® Commerce into retail stores with

a solution that utilizes WebSphere Commerce as its engine at the enterprise

and IBM WebSphere Remote Server in the stores. CrossView’s solution utilizes

a common information platform based on IBM DB2® and validated for the

IBM Retail Integration Framework, making it easy for Moosejaw to extend its

Solution Components

Software

•IBMWebSphereCommerce

•IBMWebSphereRemoteServer

•IBMDB2

Hardware

•IBMSurePOSTM500Express

Services

•IBMTorontoSoftwareLab

•IBMGlobalTechnologyServices

•IBMRetailStoreSolutions

IBM Business Partner

•CrossView

Timeframe

•Coreplatformimplementation:9months

•Socialcommerceplatform:5months

What Makes it Smarter

MoosejawMountaineeringismaking

itselfoneoftheleadingplacestobefor

outdooradventurersbyleadingtheway

intheintegrationofsocialnetworking

capabilitieslikeblogging,groupdiscus-

sionandcustomerproductratingsacross

all ofitsretailchannels.

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ODC03073-USEN-02

online channel programs and tactics into its store environment. For instance,

using IBM SurePOS 500 dual-screen point-of-sale terminals in-store customers

are now able to buy, ship and pay with the exact same services they are familiar

with online, and they will be offered the same targeted promotions and cross-

sells while they read reviews, blogs and recommendations. With all this new

technology, that same fun and irreverence that has been a part of the Moosejaw

culture from the beginning will now be part of the in-store check-out process.

Multichannel benefits

To enable a consistent shopping experience for customers across channels,

the Moosejaw solution integrates and registers orders and inventory changes

for every channel, offering increased visibility and optimum resource alloca-

tion across channels. The multichannel capability also provides Moosejaw’s

in-store sales associates and call center agents with the tools they need

to provide more interactive and insightful support to customers. It’s seen in

the small things, like being able to tell a customer how close they are to a

reward point threshold or asking about their satisfaction with a recent pur-

chase. But it’s also seen in the bigger things, like the system’s ability to see

inventory in near real time so an associate can find just the right Patagonia

coat for a customer – whether it’s in the store, in the warehouse or at a supplier’s

warehouse – and send the order via XML straight to the other shop, warehouse

or supplier for processing and fulfillment. It’s seen in the way it enables call

center agents to get a full profile of a customer and provide the most knowl-

edgeable and comprehensive support.

Altogether, it’s about providing the kind of customer experience that will

continue to make Moosejaw the premier destination for the outdoor, surf,

skate and snowboard community and in the process enable Moosejaw to

sustain its high rate of growth. Wolfe sees the company’s advanced social

commerce capabilities playing an important role by strengthening loyalty,

increasing the conversion, or “browse-to-buy,” rate of the Moosejaw site and

by building word-of-mouth support, which thus far has been one of the biggest

factors in its growth. “Our strategy has been to reinvent the way people shop

for outdoor, surf, skate and snowboard apparel and equipment,” says Wolfe.

“IBM – through its technology and retail thought leadership – has been instru-

mental in helping us realize this vision.”



Visit us at:

ibm.com/retail


IBM Corporation 1 New Orchard Road Armonk, NY 10504 U.S.A

Produced in the United States of America September 2009 All Rights Reserved

IBM, the IBM logo, ibm.com, Smarter Planet, DB2, SurePOS and WebSphere are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at www.ibm.com/legal/copytrade.shtml



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The Challenge

Provide convenient payment

options for cell-phone users regard-

less of wireless carrier or phone

technology

The Solution

A flexible, reliable “wallet phone”

radio frequency identification

payment platform using IBM®

Lotus® Expeditor software with

integrated IBM DB2® Everyplace®

and IBM WebSphere® MQ

Everyplace components

Key Benefits

Open Lotus Expeditor platform •

speeds the development of

new features and helps lower

development costs

Stability of the Lotus Expeditor •

platform helps keep service

available for customers

Remote management saves time •

and costs when managing more

than 3,000 devices across Taiwan

and China

The IBM DB2 Everyplace and •

IBM WebSphere MQ Everyplace

components of Lotus Expeditor

form a security-rich, reliable data

transmission mechanism that helps

keep consumer information safe

Overview

IBM Case Study

Forthebillionsofcellphoneusers

aroundtheglobe,havingsecure,con-

venientpaymentoptionsisthelinchpin

thatmakesmobilecommerceareality.

With90percentoftheworld’spopula-

tionpredictedtohaveaccesstocell

phonecoverageby2010,providersof

cellphonepaymenttechnologieslike

Taiwan’sMxtran,Inc.haveavirtually

limitlessfieldofpotentialcustomers.

Mxtran,arecentlyfoundedsubsidiary

ofMacronixInternationalCo.,develops

anddeliversmobilepaymentservices

andsolutionstoabroadvarietyof

customers.Theseofferingsrangefrom

thecreationofsmartcardsystems

toembeddedsystemdesigntocor-

respondingapplicationdevelopment

efforts.OperatinginbothTaiwanand

mainlandChina,theorganization’s

morethan100employeesfollowa

modelforcooperativedevelopment

thatpromotesinnovativeconcepts

andthecreativityandoriginality

requiredtosucceedinanever-more

competitivemarketplace.

Thecompany’ssolution,called

Payeeton,removesthebarrierofentry

forenteringmobilecommercewith

acomprehensiveplatformtolower

operationalcostsandenforcebilling

strategies.Payeetonactsasaflexible

platformfordiversifiedmobilecom-

merceservices,allowingMxtranclients

tosupportbothproximitypayment

andmobilepaymentviashortmes-

sageservice(SMS)forprepaid,online

paidandpost-paidservicesincluding

e-ticketing,e-coupons,accesscon-

trol,membershipmanagementand

Mxtran connects consumers with mobile commerce using IBM Lotus Expeditor

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more.Mxtranleveragesextensiveintegratedcircuitexpertisetodeliverhighly

customizable,portableapplicationsandpaymentservicesinasinglehandset.

Cutting-edge technology bridges numerous industriesWhenthecompanywasfoundedin2006,Mxtranfounditselfatthehubofaunique

andchallengingintersectionoftechnologies.Thecompanyplannedtodevelop

a“walletphone”offeringtotakeadvantageoftherapidlyexpandingcellphone

market,requiringexpertisespanningsemiconductortechnology,finance,Internet

communications,mobilebusinessandsecurityandapplicationdevelopment.

Partneringwithlocaltelecommunicationscompaniesandretailers,Mxtran

designedasolutionthatwouldinvolveattachingradiofrequencyidentification

(RFID)tagstocellphonesintheformofthecompany’sadvancedSmartFilm

technology.Addingthesestickeredtagstoaphone’ssubscriberidentitymodule

(SIM)cardwouldallowthephonetoactasaprepaidcreditcard,souserscould

loadfundsontothewalletphonedeviceandsubsequentlyusethephonetopur-

chasegoodsatretailers,movieandconcertticketsortransitpasses,forexample.

“Ourvisionforourservicewascutting-edgeandcompletelynew,”saysDavid

Song,securityofficeratMxtran.“Whilemostcompaniesoperatewithinoneortwo

ofthefieldswecombine,Mxtranistheonlymobilecommercebusinesstounite

integratedcircuitmanufacturing,terminaldevicemanufacturingandtransaction

processingplatforms.”

Tospeedupthecreationofrequiredwirelessinfrastructureandthein-store

devicesnecessarytoregisterfinancialtransactions,Mxtranbeganthesearchfor

aworld-classITvendorwithaplatformthatwouldhelpconnectenterprisebanking

withretailtransactionsandcustomercellulardevices.“SinceMxtrangrewoutof

thesemiconductorworld,thecompanyfeltitcrucialthatweworkwithatechnol-

ogyvendorfamiliarwiththebankingindustry,”saysSong.

TheprevalenceofIBMtechnologythroughoutthefinancialsectorwasthedeciding

factor.“IBMhasunbeatableexperienceandthetechnologyiswidelyusedacross

themajorAPACfinancialinstitutions,”explainsSteveChangHsu,seniorengineer

atMxtran.“ThatleveloftrustmadeIBMthenaturalchoicetohelpeasetheintegra-

tionsandinteractionscriticaltooursuccess.”

Software

• IBMLotusExpeditorwithIBMDB2

EveryplaceandIBMWebSphere

MQEveryplace

• IBMRationalSoftwareArchitect

forWebSphereSoftware

• IBMRationalClearQuest

• Linux

Key Components

Hardware

• IBMPower570

• IBMSystemStorageDS4800

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IBM Lotus Expeditor offers stable, flexible platform for mobile commerceMxtranworkedwithIBMGlobalTechnologyServicesandIBMSoftwareServicesfor

Lotustodesignaflexibleoperatinginfrastructurebasedonacustomizedversionof

theIBMLotusExpeditorplatform.MxtrannowhasanewRFID-basedwalletphone

serviceofferingthatitcanprovidetoconsumers.TheLotusExpeditorsoftwareoffers

astableoperatingplatform,helpingtoensurethatconsumershaveaccesstofunds

virtuallywhereverandwhenevertheyneedthem.

TheLotussoftwareservesasthecomprehensiveintegrationplatformforthe

solution,coordinatingcommunicationbetweenthewalletphonesandthepayment

terminalsinretaillocations.“LotusExpeditorofferedusthesecurefeatureswe

requiredinaveryopenframework,”explainsChangHsu.“Withthatopenness,we

wereconfidentwecouldcontinuetoevolvetheplatformovertime.”

ThepaymentterminalsareembeddedLinux®devicesthatintegratethemer-

chants’point-of-sale(POS)environmentswiththeLotusExpeditorplatform.

RunningaclientversionoftheLotusExpeditorsoftware,theterminalsrelyon

theembeddedIBMDB2Everyplaceinformationmanagementcomponentto

synchronizeblacklistswiththecoresystemdailyandtoimportpromotional

data.Back-endfinancialtransactionsaremanagedusingtheembeddedIBM

WebSphereMQEveryplacecomponent.WebSphereMQEveryplaceprovides

real-timedatatransfersbetweentheclientPOSplatformandtheprepaid

accountshostedinMxtran’scoreenvironment.

Lotus Expeditor helps lower costs of management and developmentAdoptingLotusExpeditorhasallowedMxtrantorealizesignificantreturnsinthe

formofreducedmanagementanddevelopmentcosts.TheIBMteamdesigned

thesolutionsothatMxtrancanperformmostofthesupportforthepaymenttermi-

nalsremotely.“Sinceourdevicesarespreadoveraverylargedistance,visiting

eachdeviceindividuallywouldbeatremendousdrainonourresources,”says

ChangHsu.“Byenablingustorepairandupdateterminaldevicesremotely,Lotus

Expeditorissavingustremendousmaintenancetimeandeffort.”

“ From end to end, IBM provides the technology that keeps our customers ready to purchase. With Lotus Expeditor and the rest of our IBM software and hardware, we are prepared to grow in lock step alongside the blossoming cell phone market.”

— Steve Chang Hsu Senior Engineer Mxtran

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Furthermore,theLotussoftwareoffersastandards-based,flexibleinfrastructure

thatiseasytodesignfor,encouragingfuturesystemintegrationandeasingfuture

growthefforts.“LotusExpeditoractuallyreducedandeliminatedsomedevelop-

mentcosts—forexample,wedon’tneedtowritecodetosynchronizetheremote

terminalsandthecentralserver,”saysChangHsu.“Thatmakesitfareasierto

adaptourplatformandcapabilitiesasthemarketplaceevolves,givingusanedge

againstcompetitors.”

DB2 and WebSphere MQ help ensure security of mobile transactionsIntegratedwithLotusExpeditor,WebSphereMQEveryplacemessagingand

aDB2Everyplacerelationaldatabaseandenterprisesynchronizationserver

provideasecurity-rich,reliabledatatransmissionmechanismthathelpskeep

consumerinformationsafe.“WiththeWebSphereandDB2componentsofLotus

Expeditor,wecantrustthatinformationgetstoitsintendedlocationnomatterthe

time,”saysSong.“Ourcustomersgainthereliabilitytoshopwhenevertheyneed

to,andtheirrespectivefinancialinstitutionscanbeconfidentthatourtransactions

aresecureandfoolproof.”

IBM Rational tools help lower the cost of back-end developmentBehindthescenes,MxtranusesIBMRational®SoftwareArchitectforWebSphere

software,acomprehensivemodelinganddevelopmentenvironment.IBMRational

ClearQuest®isusedforcomprehensivesoftwarechangemanagement—including

defecttracking,processautomation,reportingandlifecycletraceability—providing

Mxtranwithbettervisibilityandcontrolofitssoftwaredevelopmentlifecycle.

“Rationalsoftwarehelpsustodevelopourbusinesslogicandrefineourdatabase

I/O,allowingustomaximizethecapabilitiesofLotusExpeditorandourotherIBM

softwarecomponents,”saysChangHsu.“Combined,oursolutioneasesdeploy-

mentandmanagementacrosstheboard,increasingthereturnonoursoftware

developmentovertime.”

“ IBM has unbeatable experience and the technology is widely used across the major APAC financial institutions. That level of trust made IBM the natural choice to help ease the integrations and interactions critical to our success.”


of 132

IBM hardware supports superior performanceSupportingMxtran’sLotusExpeditorplatformwithoutstandingperformanceand

mainframe-inspiredreliability,anIBMPower™570serverandIBMSystemStorage™

DS4800disksystemhelpeasethemanagementofgrowth,complexityandrisk.

“Fromendtoend,IBMprovidesthetechnologythatkeepsourcustomersreadyto

purchase,”saysChangHsu.“WithLotusExpeditorandtherestofourIBMsoftware

andhardware,wearepreparedtogrowinlockstepalongsidetheblossomingcell

phonemarket.”

For more informationFormoreinformationonIBMLotusExpeditor,pleasecontactyourIBMsalesrepre-

sentativeorIBMBusinessPartner,orvisitibm.com/software/wireless/wctme

“ Lotus Expeditor offered us the secure features we required in a very open framework. With that openness, we were confident we could continue to evolve the platform over time.”


of 132


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IBM,theIBMlogo,ibm.com,ClearQuest,DB2,Lotus,Power,Rational,SystemStorageandWebSpherearetrademarksorregisteredtrademarksofInternationalBusinessMachinesCorporationintheUnitedStates,othercountriesorboth.IftheseandotherIBMtrademarkedtermsaremarkedontheirfirstoccurrenceinthisinformationwithatrademarksym-bol(®or™),thesesymbolsindicateU.S.registeredorcommonlawtrademarksownedbyIBMatthetimethisinformationwaspublished.Suchtrademarksmayalsoberegisteredorcommonlawtrademarksinothercountries.AcurrentlistofIBMtrademarksisavailableontheWebat“Copyrightandtrademarkinformation”atibm.com/legal/copytrade.shtml

LinuxisaregisteredtrademarkofLinusTorvaldsintheUnitedStates,othercountries,orboth.

Othercompany,productorservicenamesmaybetrademarksorservicemarksofothers.

AllstatementsregardingIBMfuturedirectionorintentaresubjecttochangeorwithdrawalwithoutnoticeandrepresentgoalsandobjectivesonly.ALLINFORMATIONISPROVIDEDONAN“AS-IS”BASIS,WITHOUTANYWARRANTYOFANYKIND.IBMshallnotberesponsibleforanydamagesarisingoutoftheuseof,orotherwiserelatedto,thisdocumentationoranyotherdocumentation.Nothingcontainedinthisdocumentationisintendedto,norshallhavetheeffectof,creatinganywarrantiesorrepresentationsfromIBM(oritssuppliersorlicensors),oralteringthetermsandconditionsoftheapplicablelicenseagreementgoverningtheuseofIBMsoftware.

ReferencesinthispublicationtoIBMproductsorservicesdonotimplythatIBMintendstomakethemavailableinallcountriesinwhichIBMoperates.AllcustomerexamplesdescribedarepresentedasillustrationsofhowthosecustomershaveusedIBMproductsandtheresultstheymayhaveachieved.Actualenvironmentalcostsandperformancechar-acteristicsmayvarybycustomer.

SWC14021-USEN-00

of 132

IBM Case Study

PT Excelcomindo improves service quality with comprehensivenetwork fault and performance management systems

Overview

PT Excelcomindo Pratama Tbk (XL) Jakarta, Indonesiawww.xl.co.id

Industry:● Telecommunications

IBM products:● IBM Tivoli® Netcool®/OMNIbus™● IBM Tivoli Netcool Performance

Manager for Wireless

IBM Business Partner● Fastwire● Niaga Prima Paramita

For more information, visit:ibm.com/tivoli

“IBM Tivoli Netcool softwareprovides efficient and effective management ofour multi-technology, multi-vendor wireless network tohelp us lower operatingcosts while expanding ourcoverage.”—Ahmad Hamzah, Network Quality Core and VAS

Manager, PT Excelcomindo Pratama Tbk

PT Excelcomindo Pratama (XL) is one of the largest mobile operators inIndonesia. XL has built more than 11,157 Base Transceiver Station (BTS)towers across Indonesia and serves 10.2 million customers.

Challenge

To be the preferred information and communication technologies provider through-

out Indonesia, XL must be able to meet customers’ communications needs any-

time, anywhere and deliver outstanding service quality at all times. To achieve this,

XL needed an integrated and comprehensive network fault and performance man-

agement system that would help staff proactively detect network problems and

understand performance in realtime of its multivendor network infrastructure,

including legacy and next-generation elements.

Solution

Following a comprehensive review, XL chose IBM over HP to support its network

management initiative. IBM teamed with its Business Partners Fastwire and Niaga

Prima Paramita to implement a fault and performance management system based

on IBM Tivoli Netcool software. Tivoli Netcool/OMNIbus detects and filters faults,

and automates the isolation and resolution of problems, to help staff quickly isolate,

analyze and resolve network problems for improved service quality. Using Tivoli

Netcool Performance Manager for Wireless software, staff can proactively monitor

and predict important trends, such as cell utilization and performance, to improve

network planning and lower operating costs. XL used the data from Tivoli Netcool

software to identify the need to increase the number of BTS towers from 8,936 to

11,157. By doing so, the company now can provide network coverage to 90 per-

cent of the country’s population. Because Tivoli Netcool software can efficiently

manage multivendor, multi-technology networks, XL can add new services, equip-

ment, vendors and technologies, without having to re-engineer its fault and per-

formance management system.

Benefits● Improved network utilization to lower operating costs

● Supported nearly 25 percent growth in number of towers to achieve 90 percent

population coverage

● Improved service quality

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http://www.xl.co.id

http://ibm.com/tivoli


IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.

Produced in the United States of AmericaAugust 2008All Rights Reserved

IBM, the IBM logo, ibm.com, Netcool,OMNIbus and Tivoli are trademarks or registered trademarks of International BusinessMachines Corporation in the United States,other countries, or both. If these and otherIBM trademarked terms are marked on their first occurrence in this information with atrademark symbol (® or ™), these symbolsindicate U.S. registered or common lawtrademarks owned by IBM at the time thisinformation was published. Such trademarksmay also be registered or common lawtrademarks in other countries. A current list ofIBM trademarks is available on the Web at“Copyright and trademark information” atibm.com/legal/copytrade.shtml

Other company, product or service names maybe trademarks or service marks of others.

The information contained in this documentationis provided for informational purposes only.While efforts were made to verify thecompleteness and accuracy of the informationcontained in this documentation, it is provided“as is” without warranty of any kind, express orimplied. In addition, this information is based onIBM’s current product plans and strategy, whichare subject to change by IBM without notice.IBM shall not be responsible for any damagesarising out of the use of, or otherwise related to,this documentation or any other documentation.Nothing contained in this documentation isintended to, nor shall have the effect of, creating any warranties or representations fromIBM (or its suppliers or licensors), or altering theterms and conditions of the applicable licenseagreement governing the use of IBM software.

TIC14016-IDEN-00

of 132

http://www.ibm.com


Overview

Shinhan Card Seoul, South Korea www.shinhan.com

IndustryFinancial Services•

ProductsIBM• ® Core Smart Card Management System

IBM DB2• ® Enterprise Server Edition 9.1

IBM Tivoli• ® Access Manager for e-business 6.1

IBM Tivoli Directory Server 5.2 •

IBM Tivoli Monitoring 6.1•

IBM WebSphere• ® Application Server Network Deployment 6.1

ServicesIBM Integration Services from •IBM Korea Software Services Lab and IBM Global Technology Services/Integrated Technology Delivery

For more information ibm.com/tivoli


Shinhan Card secures Korea’s mobile credit cards with IBM software

Shinhan Card, part of the Shinhan Bank network, is the leading credit

card in Asia with 18 million subscribers and annual transaction volume

of 95 trillion KRW.

ChallengeWith new government policy requiring financial organizations to use integrated

chip (IC), or smart, cards for greater security, Shinhan Card needed to manage a

growing number of IC card applications. However, its existing IC card issuance

system couldn’t support advanced functionality, such as enabling consumers to

use their cellular phones as credit cards, and wasn’t capable of managing the cards’

lifecycle—from issuance to customer service to account closing.

SolutionIBM Korea Software Services Lab and IBM Global Technology Services helped

Shinhan Card deploy an end-to-end smart card management system that provides

the stringent security mechanisms and lifecycle management for Korea’s first

mobile credit card solution. The solution—which uses IBM® Core Smart Card

Management System, IBM DB2®, IBM WebSphere® Application Server, IBM

Tivoli® Access Manager for e-business, IBM Tivoli Directory Server and IBM Tivoli

Monitoring software—enables the company to quickly verify, authenticate and

authorize more than 18 million users in a mixed smart card and cellular phone

environment. The environment supports 108 applications that can reside on 81

different chip and operating system combinations. The system provides single

sign-on capabilities along with role-based authorization and comprehensive

monitoring to provide consumers and businesses with secure but easy access

to Shinhan Card services. Because no extra development is required, staff can

launch new credit card products for existing card applications significantly faster

and easier. During its evaluation, IBM Core Smart Card Management System

received the highest marks against three other possible solutions.

BenefitsReduced time and effort of entering new markets, enabling company to easily •

adapt to business changes and new card issuance equipment

Supports compliance with regulatory requirements•

Improved efficiency in new application deployment•

“With the IBM Core Smart Card Management System, the process for releasing new credit cards with our existing applications is significantly faster and easier.”

— Technical Architect and System

Developer, Shinhan Card of 132

http://www.shinhan.com






Produced in the United States of America September 2009 All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Tivoli and WebSphere are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml.



TIC14081-KREN-00

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http://www.ibm.com



“We handle more than 10 million calls per day.The ability to monitor the status of the infrastructure in real time enables us to respond to potential problems before they cause a disruption in service.”

—Mr. KK Luk, Assistant General Manager, Engineering and Operations, SmarTone-Vodafone

IBM Case Study

Hong Kong is among the world’s

leading business and financial

centers and is also one of the most

sophisticated and successful

telecommunications markets. As

a result, it’s no wonder that Asia’s

mobile network operators are so

competitive when it comes to

differentiating services and providing

the best possible voice and data

quality for customers.

SmarTone-Vodafone gains technological advantages with IBM Tivoli Netcool software.

Overview

Challenge

Increase operational efficiency

and ensure competitive pricing

while continuing to deliver

high-quality services

Solution

End-to-end visibility and

real-time monitoring of the

mobile infrastructure

KeyBenefits

Improved customer service for

increased customer retention;

80 percent reduction in number of

events per day; greater flexibility to

manage future network growthSmarTone-Vodafone is Hong Kong’s leading provider of multimedia content in music, sports, games, news and betting.

of 132

The unparalleled success of mobile telephony in Asia has made mobile services

a commodity in which subscribers have the freedom to pick their providers

based on price, selection and quality of services. With increasing adoption,

mobile operators face a competitive marketplace that requires a variety of service

offerings, greater efficiency and competitive pricing. To meet these requirements,

Hong Kong’s SmarTone-Vodafone had to implement a solution that would help

ensure a high level of service quality and provide the ability to offer innovative

mobile data services.

Improving customer retention

Established in 1992, SmarTone-Vodafone is a Partner Network of Vodafone Group

Plc, the world’s largest mobile community, and is a pioneer in the technological

innovation of Asia’s rapidly evolving telecommunications industry. In 1993,

SmarTone-Vodafone was the first operator in Asia to offer Global System for

Mobile Communications (GSM) services and the first in Hong Kong to introduce

automatic international roaming. In 1997, SmarTone-Vodafone was the first in the

world to implement Enhanced Full Rate Technology in its network, which

replaced the original Residual Pulse Excited-Long Term Prediction (RPE-LTP)

codec used in GSM systems. This resulted in greatly improved voice quality.

SmarTone-Vodafone also introduced the world’s first fully overlaid GSM Dual Band

network in 1998. Dual Band network describes mobile phones that work on

networks operating on two different frequencies and is useful for mobile phone

users who move between areas covered by the two different networks.

In 1999, SmarTone-Vodafone was again the first in Hong Kong to pilot

General Packet Radio Service (GPRS), and, in 2001, SmarTone-Vodafone was

awarded one of only four Third Generation (3G) licenses that were available in

Hong Kong. SmarTone-Vodafone offers a wide array of top-quality, innovative

Second Generation (2G) and 3G services. Through the SmarTone iN! portal,

customers have access to the widest range of multimedia content in music,

sports, games, news and betting. SmarTone-Vodafone Mobile Email caters to

the different needs of business customers with the widest choice of mobile e-mail

solutions, including Vodafone Business Email, BlackBerry from Vodafone and

Microsoft® Windows® Mobile Email.

In 2006, SmarTone-Vodafone was the first and so far only operator in Hong Kong

to provide a mobile broadband service with territory-wide HSDPA (High-Speed

Downlink Packet Access) coverage and a data speed of 3.6 Mbps—10 times

faster than that of 3G and 40 times faster than GPRS.1 The company is planning

to upgrade to a maximum speed of 14.4 Mbps by 2008.

Integratinginformationimprovesoperationalefficiency

“Tivoli Netcool software has not only integrated easily with our systems and improved the level of customer service we provide, but also has provided the technological platform to assist us in continuing to succeed in Hong Kong’s telecommunications market.”

—Mr. KK Luk

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Key Components

Software

• IBM Tivoli® Netcool®

SmarTone-Vodafone offers leading network quality and performance, with over

3,500 transmission sites and an extensive 99.9 percent 2G, 3G and HSDPA

coverage of Hong Kong. Validated by an independent network quality survey,

the SmarTone-Vodafone network delivers unrivalled quality and reliability by

offering the fastest call connection time for both voice and video calls, as well

as the fastest data throughput.

“We handle more than 10 million calls per day and managing network uptime is

critical to our business,” says Mr. KK Luk, assistant general manager, Engineering

and Operations, SmarTone-Vodafone. “The ability to monitor the status of the

infrastructure in real time enables us to respond to potential problems before

they cause a disruption in service, in addition to allowing for the management of

new and growing technology from a business perspective.”

Rapidly expanding services and customers

With an ever-expanding variety of new services and a rapidly growing customer

base, SmarTone-Vodafone discovered a holistic solution for managing its

dynamic mobile infrastructure that will help ensure the quality of service for the

next generation of offerings. Always looking for solutions to improve efficiency,

SmarTone-Vodafone operations engineers reviewed IBM Tivoli Netcool software

and were impressed with its ability to collect, consolidate and correlate informa-

tion from across the infrastructure to determine the availability, response time and

usability of mobile application services.

After a competitive analysis, SmarTone-Vodafone selected Tivoli Netcool, and,

within a few weeks, the solution was deployed and in production. Executives

estimate that other network solutions, in comparison, would have taken between

six and eight months to implement.

Tivoli Netcool allows SmarTone-Vodafone to monitor business and consumer

services across its mobile infrastructure to proactively deliver a high-level of

quality voice and data services to customers. The ability to manage its network

in real time and anticipate problems is a key differentiator for SmarTone-

Vodafone, as it aims to reduce the level of customer churn by providing consis-

tently reliable services.

End-to-end visibility and network management

Tivoli Netcool software is helping SmarTone-Vodafone raise customer retention

rates, increase profitability and continue to broaden its service portfolio to remain

the undisputed leader in Hong Kong’s competitive data communications

marketplace. The solution provides end-to-end visibility and real-time monitoring

Tivoli Netcool software is helping SmarTone-Vodafone heighten customer retention, increase profitability and broaden its service portfolio to remain the undisputed leader in Hong Kong’s competitive data communications marketplace.

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of the mobile infrastructure;

integrating fault data, service-level

monitoring and customer

management information. Its

scalability enables it to support

large, complex networks that are

capable of handling over 100 million

events per day and supporting over

200 concurrent client consoles.

With Tivoli Netcool software for

event management in place, the

total number of network events

per day has been dramatically

reduced—from 20,000 events per

day previously to around 4,000

events per day. This means that

operators can reduce the amount of

time spent managing the network by

about 80 percent, which allows them

to focus on other responsibilities and

launch new initiatives.

With Tivoli Netcool software,

SmarTone-Vodafone can quickly

identify where service degradation is

occurring and immediately determine

the probable impact on customers.

This enables staff to prioritize the

most critical problems effectively. In

addition, Tivoli Netcool software

provides an end-to-end view of

service quality across the business,

which allows SmarTone-Vodafone to

decide which services require

additional investments and resources,

or alternatively, identify where

unnecessary investment is occurring.

Future growth and flexibility

The Tivoli Netcool solution allows

SmarTone-Vodafone to address

infrastructure problems in real time,

maintaining the high levels of service

required to retain SmarTone-

Vodafone’s position as a leader in

customer service. In addition to its

easy integration with SmarTone-

Vodafone’s existing infrastructure and

the ability to help provide real-time

service assurance, Tivoli Netcool

software has demonstrated its

capacity to manage future network

growth and flexibility.

“Tivoli Netcool software has made an

immediate and positive impact on

SmarTone-Vodafone’s GPRS network,”

says Mr. Luk. “It not only integrated

easily with our systems and improved

the level of customer service we

provide, but also has provided the

technological platform to assist us in

continuing to succeed in Hong Kong’s

telecommunications market.”


Please contact your IBM

sales representative or IBM

Business Partner.

You can get even more out of Tivoli

software by participating in indepen-

dently run Tivoli User Groups around

the world. Learn about opportunities

near you at: www.tivoli-ug.org

Visit our Web site at: ibm.com/tivoli

For more information about

SmarTone-Vodafone, visit

www.smartone.com.hk

®




IBM, the IBM logo, Netcool and Tivoli are trademarks of International Business Machines Corporation in the United States, other countries or both.

Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries or both.



References in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in which IBM operates.

1 As of December 2006

SWC10053-HKEN-00

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Swisscom is Switzerland’s leading

telecommunications company, with

9.65 billion CHF (7.94 billion USD) in

revenue in 2006, a workforce of

approximately 17,000 people and a

service portfolio that includes products

for mobile, fixed and IP-based voice

and data communications. Swisscom

emerged from the separation of

Switzerland’s Postal, Telegraph &

Telephone agency into individual post

and telecommunications companies.

Swisscom Mobile uses IBM Tivoli Netcool software for 2G and 3G wireless and business service management.

Overview

Swisscom Mobile’s common alarm management initiative, with IBM Tivoli Netcool software at its core, helps improve service delivery while controlling operational costs.

Challenge

Integrate a telecom’s fault, perfor-

mance and service status across

an increasingly complex network

infrastructure to help operational

staff improve service delivery

Solution

A common alarm management

platform that provides a service-

oriented overview of both

second and third generation

(2G and 3G) infrastructures

Key Benefits

Tripled growth of services and infra-

structure without a corresponding

rise in headcount; reduced volume

of network alarms; enabled rapid

fault detection and resolution “Tivoli Netcool has enabled Swisscom Mobile to triple its business without increasing headcount.”–Mr. Rene Luyten, Project Manager, Swisscom Mobile

IBM Case Study

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Simplifying network management for rapid problem resolution

Headquartered in Bern, Switzerland, Swisscom Mobile places customers at the

center of its corporate vision. The company strives to maintain its market-leading

position by offering pre-eminent products and services to its 4.6 million customers.

Underpinning its commitment to customer satisfaction is a quality promise to

operate an outstanding network for all media (voice, video and data) with

worldwide coverage.

Common alarm management

Swisscom Mobile’s in-house network management systems and service manage-

ment solution were not sufficiently equipped to meet the challenge of increased

complexity on the Global System for Mobile Communications (GSM) network. This

challenge was magnified as the number of new systems — such as the General

Packet Radio Service (GPRS) and Universal Mobile Telecommunications System

(UMTS) — and new networks — such as Public Wireless Local Area Network

(P-WLAN) — were added over the years.

Most of these networks and systems are maintained over individual management

platforms and Swisscom Mobile operations staff faced the daunting task of trying

to maintain a view of fault, performance and service status across this increasingly

complex IT infrastructure. Compounding this challenge were the rapid rise in

competition in the mobile services market, the near-saturation of the mobile market

and escalating customer expectations with regards to service quality and reliability.

Swisscom Mobile recognized the need for a centralized, flexible, efficient and

reliable service assurance system for monitoring existing and future wireless

networks. In response, Swisscom Mobile launched a common alarm management

initiative that divides its extensive operations infrastructure into three structured

management layers:

• An acquisition layer, which performs the majority of Swisscom Mobile’s

consolidated operations management

• A processing layer, which correlates fault, inventory and workflow data

• A presentation layer, which supports service visibility and business

service management

“The Tivoli Netcool-based common alarm management initiative is a ‘living’ system — it is flexible enough to adapt and grow with us as Swisscom Mobile adds new services and technologies to its portfolio and grows its customer base.” –Mr. Rene Luyten

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Integrating network information with IBM Tivoli Netcool software

At the acquisition layer, IBM Tivoli Netcool software integrates about twenty element

management systems into a single screen. This has helped Swisscom Mobile

control staff training costs and triple the growth of its services and infrastructure

without a corresponding rise in headcount.

The Tivoli Netcool solution further consolidates event data from Swisscom Mobile’s

core network, operation and maintenance network, value-added services and radio

access network to provide a single view of the status of services to the common

application management processing layer. The volume of network alarms has been

reduced, enabling Swisscom Mobile’s operations teams to respond quickly and

proactively to service-affecting faults to meet the company’s service commitment to

deliver “the best services over the best network.”

At the processing layer, data provided by the acquisition layer is correlated and

enriched in real time with fault information and inventory data to enable fast

resolution of service-affecting and customer-impacting network faults.

Tivoli Netcool software provides event enrichment and integration with external data-

bases, including workflow systems, which enables Swisscom Mobile to automatically

dispatch engineers to fix predefined network problems. In all, Tivoli Netcool solutions

replaced scripts that took two person-years to develop with 32 policies, developed in

just two months. Furthermore, Tivoli Netcool software enables the automatic escala-

tion of alerts, up to management level, for particularly large or critical service outages.

The processing layer, in turn, provides enriched, consolidated and real-time

information to the common application management presentation layer. By doing so,

it delivers a single, effective management interface of Swisscom Mobile’s services,

technologies, regions and infrastructure. Tivoli Netcool software delivers Web-based

reports on network status by region and technology and can model Swisscom

Mobile services and evaluate the service impact.

“IBM Tivoli Netcool software enables us to deliver more services, to better manage service levels and to better deliver against customer expectations while controlling operating costs and improving operational efficiency.”–Mr. Rene Luyten

Key Components

Software

• IBM Tivoli® Netcool®

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Evolving to a business service

management approach

The common alarm management

platform, based on Tivoli Netcool

software, has delivered solid operating

benefits and efficiencies to Swisscom

Mobile in a short span of time. These

benefits include:

• Improved and rapid fault detection

and resolution

• Consolidated operations

management and fault correlation

• Increased scalability and flexibility

• Advanced service views of the

IT infrastructure

“We were able to install and integrate

Tivoli Netcool software in around three

months,” comments Mr. Rene Luyten,

project manager, Swisscom Mobile.

“Importantly, the Tivoli Netcool-based

common alarm management initia-

tive is a ‘living’ system — it is flexible

enough to adapt and grow with us as

Swisscom Mobile adds new services

and technologies to its portfolio and

grows its customer base.”

Mr. Luyten adds,“Tivoli Netcool

software has enabled Swisscom

Mobile to triple its business without

increasing headcount. It enables us

to deliver more services, to better

manage service levels and to better

deliver against customer expectations

while controlling our operating costs

and improving operating efficiency.”

Business service management is

the next step for Swisscom Mobile

and will enable proactive service-level

management and customer care.

“The customer cares about services,

not technology,” says Mr. Luyten.

“Business service management means

the definition and prioritization of the

different service layers, technologies,

networks and devices in our infra-

structure and the association of these

diverse components with the services

that they support.”




Visit our Web site at:

ibm.com/tivoli

You can get even more out of

Tivoli software by participating in

independently run Tivoli User

Groups around the world. Learn

about opportunities near you at

www.tivoli-ug.org

For more information about the

Swisscom Group, visit:

www.swisscom. com

®




IBM, the IBM logo, Netcool and Tivoli are trademarks of International Business Machines Corporation in the United States, other countries or both.




SWC10059-CHEN-00

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The Challenge

Telecom Argentina was using

multiple line-of-business systems

to manage 10 million customer

accounts, 4,000 retail outlets and

15,000 staff. Creating an overall,

integrated view of operations

was extremely difficult, and the

operational cost of supporting

legacy JDEdwards applications

and older IT infrastructure was

continually rising.

The Solution

Working with IBM Global Business

Services, Telecom Argentina

embarked on a multi-phase project

to implement SAP ERP and Human

Capital Management applications,

as well as SAP NetWeaver

Business Warehouse and SAP

NetWeaver Portal.

The Benefits

With a single solution managing all

data across all of the company’s

business units – from facilities

management through to the

distribution of mobile handsets –

Telecom Argentina can use the

real-time analytical capabilities of

Telecom Argentina transforms its IT landscape with SAP and IBM Global Business Services

we know

they know

Overview

SAP NetWeaver Business

Warehouse to gain an accurate,

up-to-date overview of business

operations. Process standardization

has led to both greater efficiency and

increased adaptability. Based on the

shared information on customers,

accounts, purchase histories and

more, business units are able to

identify opportunities for cross- and

up-selling, while the procurement,

distribution and logistics operations

are able to fine-tune the supply

chain to reduce costs and optimize

customer service. With standardized

SAP applications replacing multiple

separate systems, IT management

and maintenance costs have

declined sharply.

Key Solution Components

Industry: Telecommunications

Applications: SAP® Business

Suite with SAP ERP 6.0, SAP

NetWeaver® Business Warehouse,

SAP NetWeaver Portal 7.0, SAP

Solution Manager 4.0, SAP Mobile

Functionality, SAP NetWeaver

Process Integration

Services: IBM Global Business

Services

Telecom Argentina is the largest fixed-

line and mobile telecommunications

provider in northern Argentina, with

15,000 employees and more than 20

million customers.

Since the privatization of Argentina’s

telecommunications infrastructure in

1990, Telecom Argentina has enjoyed

considerable success, mainly as a

result of its major investment in

upgrading the country’s network

infrastructure. In 2007, 54.74 percent

of the company was acquired by

Nortel Inversora S.A., a consortium

formed by Telecom Italia and the

Werthein Group.

“Our telecommunications

infrastructure is state-of-the-art, and

we wanted our IT infrastructure to

match it,” says Patricia Mac Culloch,

Corporate Application Development

Manager at Telecom Argentina. “We

were using a variety of legacy systems

including JDEdwards to manage

different parts of the business, and it

was difficult to maintain consistency of

data or gain an overall view of our

operations. Moreover, managing all

these different IT systems was

complex and expensive. Some of them

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IBM Global Business Services was

involved in the program since initial

project preparation, and early on took

design and delivery responsibility for

the full solution, placing all the required

services under one roof. Telecom

Argentina took advantage of the wide

range of capabilities, especially

project management and the

implementation-specific disciplines

such as data conversion and complex

cutover management, offered by IBM

Global Business Services.

An early project challenge was to

establish a way to agree on and

commit to shared delivery goal and

timeline. To deploy the system, IBM

Global Business Services team

integrated eleven SAP modules,

implemented more than 100

interfaces, and trained more than

3,000 end users on the SAP system.

Multi-phase implementation

On the first phase, called “SIGNO 1”,

IBM Global Business Services

assisted Telecom with the installation

of the core SAP Business Suite

components, including functionalities

for financial accounting, controlling,

materials management, sales and

distribution and project system, as well

as SAP NetWeaver Business

Warehouse for reporting, and SAP

NetWeaver Portal to provide an online

environment for internal project

management. This took 16 months,

and provided 2,000 users with most of

the basic functionality that they

needed to run Telecom Argentina’s

core fixed-line telecommunications

business.

SAP Business Suite software is

designed specifically to help execute

and optimize business and IT

“Everything we have achieved so far has been a result of working closely with IBM Global Business Services. The technical skills, business knowledge and project leadership of the IBM consultants has played a vital role in the success of the project.”

Patricia Mac Culloch


Manager

Telecom Argentina

dated back to 1994, and it was

becoming difficult to find people with

the skills to support and develop

them.”

Drawing up a roadmap

IBM Global Business Services worked

with SAP and a project team from

Telecom Argentina to design a three-

year roadmap for the implementation

of the new solution.

“We wanted to be able to manage all of

our core business processes using a

single coherent suite of SAP

applications – and since our business

is relatively diverse, this was a major

challenge,” explains Guillermo Said.

The IBM Global Business Services

consultants worked closely with

stakeholders from across the business

to decide which applications and

processes to implement first, and used

SAP Solution Manager to manage

each phase of the project from

development and testing through to

production go-live.

of 132

strategies in tandem. Both industry-

specific and general business

processes are supported by modular

solutions that can be deployed in a

step-wise manner to address each

operational challenge in turn. The

result is insight and visibility across

Telecom Argentina, enhanced

operational efficiency and

effectiveness, and increased flexibility

to address business change.

The next phase, SIGNO 2, followed

immediately afterwards. IBM Global

Business Services assisted with the

deployment of SAP ERP Human

Capital Management to handle

employee records and payroll, and

also implemented real estate and plant

maintenance functionalities to manage

the company’s 4,000 real estate

assets and maintain the network

infrastructure. With these new

processes in production, the number

of SAP users increased to 3,000. The

portal was further extended,

encompassing customer interaction

for the fixed telecoms customers. The

third phase, SIGNO Evolution, also

managed by IBM Global Business

Services, covered the technical

migration to SAP ECC 6.0 core

components.

SIGNO 2 also extended the SAP

NetWeaver Portal implementation to

provide a corporate intranet, with

online forums to help users work

together. The portal will be extended to

allow employees to self-manage their

vacation data, address information

and more, reducing the paperwork

workload for the human resources staff

and allowing them to focus on

recruitment, training and development

issues. Finally, support for BlackBerry

mobile devices was introduced,

enabling users to work easily even

when they are out of the office.

Each phase of the implementation was

supported by IBM Global Business

Services, providing detailed advice on

both technical design and the

strategic implications for Telecom

Argentina, over a period of almost four

years.

“When SIGNO 2 was complete, we

were in a very good position to

manage more efficiently most of our

core business processes,” comments

Patricia Mac Culloch. “But there were

still many things we wanted to add. We

pushed on with a project called

SIGNO Evolution, which was primarily

a technical upgrade to the latest

version of SAP ERP and SAP

NetWeaver Portal, and when that was

finished, we started SIGNO

Terminales, which is now complete.”

Looking to the future

SIGNO Terminales has brought the

management of Telecom Argentina’s

mobile phone business into the same

ERP solution as the rest of the

business, providing functionalities for

the procurement, distribution and sale

of mobile handsets, whether to dealers

or directly to customers via one of the

company’s own retail stores. The

system also handles billing and

collections from mobile contract

customers, with around 4,000 SAP

users.

SIGNO Terminales updates the

materials management and sales and

distribution components, and adds

profitability analysis and process

integration to the SAP landscape. IBM

Global Business Services is assisting

with the design and implementation of

“The implementation of SAP Business Suite has transformed the way our business works – and there are also many advantages from an IT perspective, the IT environment is now much easier to maintain.”

Guillermo Said

Telecom Argentina

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SPC03258-AREN-01 (May 2010)

“We have been highly satisfied with the contribution of IBM Global Business Services, and will continue to work with them to extend the solution in the future.”

Patricia Mac Culloch


Manager

Telecom Argentina

© Copyright 2010 SAP AG SAP AG Dietmar-Hopp-Allee 16 D-69190 Walldorf

SAP, the SAP logo, SAP and all other SAP products and services mentioned herein are trademarks or registered trademarks of SAP AG in Germany and several other countries.

IBM Deutschland GmbH D-70548 Stuttgart ibm.com/solutions/sap

IBM, the IBM logo, and ibm.com are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of other IBM trademarks is available on the Web at “Copyright and trademark information” at http://www.ibm.com/legal/copytrade.shtml

Intel, the Intel logo, Intel Xeon and the Intel Xeon logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. UNIX is a registered trademark of The Open Group in the United States and other countries. Linux is a trademark of Linus Torvalds in the United States, other countries, or both. Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation in the United States, other countries, or both.

Other company, product or service names may be trademarks, or service marks of others.

This case study illustrates how one IBM customer uses IBM and/or IBM Business Partner technologies/services. Many factors have contributed to the results and benefits described. IBM does not guarantee comparable results. All information contained herein was provided by the featured customer and/or IBM Business Partner. IBM does not attest to its accuracy. All customer examples cited represent how some customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics will vary depending on individual customer configurations and conditions.

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the specific processes related to

mobile handsets, covering

procurement, distribution to point of

sales wholesale sales, billing, and

collections. These applications allow

Telecom Argentina to rationalize and

optimize its entire supply chain, saving

operational costs by connecting sales

and demand data directly to the

logistics operations.

Patricia Mac Culloch adds:

“Everything we have achieved so far

has been a result of working closely

with IBM Global Business Services.

The technical skills, business

knowledge and project leadership of

the IBM consultants has played a vital

role in the success of the project. We

have been highly satisfied with their

contribution, and will continue to work

with them to extend the solution in the

future.”

Business and IT benefits

For business users, the benefits of

SAP Business Suite are already

evident. With a single solution

managing all data across all of the

company’s business units – from

facilities management through to the

distribution of mobile handsets –

Telecom Argentina can use the real-

time analytical capabilities of SAP

NetWeaver Business Warehouse to

gain an accurate, up-to-date overview

of business operations.

Patricia Mac Culloch comments, “Of

the more than 150 processes we have

mapped onto SAP, I think that more

than half benefited from some kind of

operational improvement.

“With the implementation of SIGNO

Terminales, the retail logistics and

billing application for mobile

telephony, we greatly improved

processing and availability of

information at the point of sale.

“The implementation of SAP Business

Suite has transformed the way our

business works – and there are also

many advantages from an IT

perspective,” concludes Guillermo

Said. “The IT environment is now much

easier to maintain, as we have a single

solution that can be managed by a

small IT team, instead of having to

maintain many different skill sets for

different systems.”

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Telenor pioneers a new way to bring the benefits of RFID to small and mid-sized companies.


Overview


Intent on expanding its revenue

base with high-value services,

Norway-based Telenor set its

sights on the fast-growing market

for “machine-to-machine” (M2M)

services, targeting small and

mid-sized businesses for whom

M2M have been out of reach due

to cost and complexity, as well as

larger enterprises looking for a

low-cost, entry-level M2M solution.

■ Solution

Telenor teamed with IBM to

create the first-ever hosted M2M

offering. By creating a flexible,

low-cost shared services platform,

Telenor has drastically expanded

the number of companies that can

make a strong business case for

offering M2M.

■ Key Benefits

• Increased wireless traffic over

Telenor's network

• A new revenue stream for Telenor,

leading to higher average revenue

per user (ARPU)

• Enhanced ability to leverage the

growth of M2M and move up the

wireless value chain

• Improved ability to penetrate

the small and mid-sized busi-

ness market

“ By enabling us to be the first Nordic telecom service provider to offer a hosted M2M service, IBM has helped us to open a new door for the rapid growth of the market.”

– Rolv-Erik Spilling, manager,

Telenor Business Norway

For providers of telecom services,

intense competition has become

a way of life. One of the biggest

challenges they face is the need

to establish a solid foundation for

future revenue growth. While tradi-

tional voice service still represents

the primary component of average

revenue per user (ARPU) for the

industry as a whole, voice is rapidly

becoming a commodity service

and the epicenter of aggressive

price competition between provid-

ers. Thus, even as user volume

rises, the “treadmill effect” of falling

prices is making it increasingly dif-

ficult for providers to increase ARPU.

Headquartered in Fornebu, Norway, Telenor is emerging as one of the world’s fastest growing providers of mobile communications services, with approximately 130 million subscribers spread over 12 countries in Scandinavia, eastern Europe and Asia. Telenor also has a strong position in the growing Scandinavian market for broadband services and is the largest provider of television and broadcast services in the Nordic region.

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A new business model opens a new market opportunity for RFID

That’s just one dimension of a deeper strategic imperative of telecom providers,

namely that they carve out a sustainable role for themselves in an increasingly

complex and diverse services environment.

Moving up the chain

This is especially true in the realm of wireless communications, which has

witnessed an explosion in the number and variety of services around messag-

ing, music, video and gaming – to name a few. An important underpinning of

this growth has been the efficient, reliable and affordable transport services

that telecom service providers have been able to deliver over their networks.

However, when it comes to future growth and profitability, most providers see

the need to move beyond their role as a “pipe” in the services ecosystem and

move up the value chain. This goal is perhaps the biggest reason providers

are investing billions to build next-generation networks through which they

can add value and thus extract a greater piece of the growing service pie.

But they also realize that technology change is only half of the formula for suc-

cess. The other half is a change in mindset, with service providers energized

to find new opportunities and apply innovative approaches to capitalizing on

them. Telenor (www.telenor.com), a diversified provider based in Norway, is

showing how such an approach can fuel rapid growth and success in today’s

global telecom market.

Telenor's aggressive pursuit of opportunity has been most evident in the

mobile communications arena, where it serves an estimated 130 million sub-

scribers worldwide. It’s seen in the company's expansion into a number of

rapidly growing markets in eastern Europe and Asia. Another recently seen

facet of the company’s vibrant growth strategy – and the focus of this story–

is Telenor’s first-of-a-kind initiative aimed at developing the market for “machine

to machine” (M2M) communications, which is expected to be among the

fastest-growing wireless applications.

The main thrust of M2M communications is the use of RFID tags and sensors

to track and monitor dispersed assets without human intervention. Some key

uses of M2M include the tracking of shipments in transit, tracking vehicles

within fleets and tracking inventory as it moves through a supply chain. The

data captured by M2M systems range from basic geographic location (such

as ensuring that a high-value shipping container is where it's supposed to be)

to more parametric data such as temperature (such as ensuring that a perish-

able shipment stays continuously within a prescribed temperature range).

Business Benefits

• Increased wireless traffic over

Telenor’s network

• A new revenue stream for Telenor,

leading to higher average revenue

per user

• Enhanced ability to leverage the

growth of M2M and move up the

wireless value chain

• Improved ability to penetrate the

small and mid-sized business market

“ We looked at IBM’s thought leadership in RFID – as well as its clear ambitions in this field – and we concluded that it was a good opportunity to partner with the best in the industry.”

– Rolv-Erik Spilling

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Because of the cost and complexity of deploying M2M solutions, adoption has

been mainly focused within larger companies, which are more likely to have the

resources to build and manage the stand-alone solutions that typify M2M today.

Fresh thinking on M2M

Telenor’s insight was that many small and medium-size businesses in the

same vertical segments driving large-company M2M adoption– transportation,

utilities and retail, for instance – also have a compelling need for M2M capa-

bilities, but lack the resources and in-house expertise required to make it

happen. On paper, offering M2M as a managed service held the promise of

overcoming these barriers, and, in so doing, unlocking a huge new source of

revenue potential. This is amplified by the high probability that the European

Union will issue new rules that require companies to improve their ability to

track the conditions of perishable shipments while in transit.

To realize this potential, Telenor faced the technical challenge of taking what

has traditionally been a custom, stand-alone solution and reincarnating it as

a flexible, shared-services platform. In addition to the strong security that is

critical to M2M, Telenor also needed to make the system easy enough to use

for small and mid-sized companies with lean IT departments. More fundamental

was the need to develop a viable go-to-market strategy and business model

for what would be a truly first-of-a-kind offering.

IBM’s key contribution was the design and development of a shared-service

M2M platform that employs SOA features at its core. To accommodate a

variety of customers and needs, the IBM La Gaude European Business Solution

Center (EBSC) designed the M2M solution for maximum flexibility and versa-

tility. This refers to the ability to gather remote sensing data from a variety of

different sources (including – but not limited to – RFID), as well as to make that

data accessible to other parts of the solution for purposes of business process

automation, reporting and sharing. This role is played by IBM WebSphere®

Enterprise Service Bus, which provides a simplified integration layer for shar-

ing data between applications and services in the solution.

For example, in the case of a customer using RFID-based sensing, the solution

uses IBM WebSphere RFID Premises Server to collect and filter RFID data

from remote sites. From that point, the data can be used to trigger automated

business process events through IBM WebSphere Process Server (also con-

nected via WebSphere Enterprise Service Bus), or can be made available to

IBM WebSphere Portal to generate customer reports on demand. The solution

relies on Tivoli® Monitoring Server and Tivoli Enterprise Portal for end-to-end mon-

itoring and runs on IBM System xTM servers, chosen for their inherent scalability.

Why it matters

Determined to move up the telecom

value chain, Nordic wireless giant

Telenor teamed with IBM to create a

new, hosted business model to deliver

RFID-based asset management

capabilities to the largely untapped

small and medium-sized business

segment. By simplifying and standardiz-

ing “machine-to-machine” applications,

this new model promises to speed up

the adoption of M2M by all segments.

Key Components

Software

• IBM WebSphere Enterprise Service Bus

• IBM WebSphere RFID Premises Server

• IBM WebSphere Process Server

• IBM WebSphere Application Server

• IBM WebSphere Portal

• IBM Tivoli Monitoring Server

• IBM Tivoli Enterprise Portal Server

Servers

• IBM System x

Services

• IBM Global Business Services

• IBM Global Technology Services –

Integrated Communications Services

• IBM La Gaude EBSC

Business Partner

• Intermec

Timeframe

• Design and implementation: 4 months

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ODC03067-USEN-01

The customer engagement model developed by Telenor and IBM is a model

of collaboration. Before a new customer is brought on board the hosted

M2M solution, IBM Global Business Services conducts a thorough business

process audit to ensure that the customer’s processes are optimally config-

ured to get the most out of the solution. The installation of wireless equipment

at the customer premises is performed by IBM Global Technology Services,

while Telenor personnel are responsible for integrating remote wireless devices

back to the host platform. IBM Global Technology Services also performs

integration as needed to generate custom reports (such as temperature read-

ings for perishable products) or to automate processes (such as triggering

alerts when temperatures go out of range).

M2M for the masses

The notion that M2M services can improve a company’s supply-chain

transparency, decision-making and process optimization – to name just a

few – is beyond doubt, and a big reason it’s projected to grow faster than

any other wireless service. But before Telenor and IBM broke ground with

a hosted M2M offering, it was also beyond the reach of most companies

due to cost and complexity. What changed this formula was fresh thinking

all around. IBM technology, expertise and access to strong wireless partners

enabled Telenor to create a new business model for offering M2M services.

By the same token, Telenor’s strategic vision ultimately promises to change

the business case for companies seeking the benefits that M2M technologies

have to offer.

Rolv-Erik Spilling, manager of Telenor Business Norway, sees the success

of the M2M initiative as a testament to Telenor’s strategic vision and to

IBM’s track record of helping to translate bold visions into solid businesses.

“By enabling us to be the first Nordic provider to offer a hosted M2M service,

IBM has helped us to open a new door for the rapid growth of the market.”



Visit us at:

ibm.com/innovation




IBM, the IBM logo, ibm.com, System x, Tivoli and WebSphere are trademarks of International Business Machines Corporation in the United States, other countries, or both.




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“We were able to deploy Tivoli Netcool software quickly and immediately consolidate information from many devices and elements. This enabled us to realize a return on investment in just weeks.”

–Dilshan Perera, Principal Systems Architect, TelstraClear

IBM Case Study

In the telecommunications industry,

persistent competition is challenging

service providers to rapidly expand

their product offerings and provide

the highest levels of customer service.

At the same time, the underlying

technology for next-generation servic-

es—such as voice over IP (VoIP)

and triple play (the combination of

voice, Internet and digital TV)—is

becoming increasingly complex,

making it more difficult and costly

for service providers to maintain

a positive customer experience.

TelstraClear strengthens quality of triple-play, next-generation offerings with real-time service management.

TelstraClear delivers superb triple-play services, offering residential customers reliable and high-quality voice, Internet and digital TV services.

Challenge

Gain end-to-end visibility of

infrastructure to strengthen

service quality and facilitate new

product rollouts

Why IBM?

IBM offered a proven solution that

could deploy rapidly, handle large

volumes of events and integrate

quickly with third-party systems

Solution

A service management solution

that helps staff measure key

performance indicators and easily

evaluate the potential impact

of infrastructure problems

Key Benefits

Reduced operational expenses;

enabled rollout of new services

months earlier than previously

possible; cut mean time to repair;

improved overall performance

against key performance

indicators and SLAs

Overview

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A flexible architecture helps maximize current and future investments

However, TelstraClear Limited, one of New Zealand’s largest full-service telecom-

munications companies, is finding that an integrated approach to service man-

agement is helping its staff easily manage the increased complexity and improve

quality of service.

Created from the acquisition of CLEAR Communications by TelstraSaturn in 2001,

TelstraClear offers state-of-the-art voice, high-speed data, mobile, wireless and

Internet services, and cable TV to more than 400,000 business and residential

customers in New Zealand.

“We’re constantly challenged by the threat of customer churn,” explains Dilshan

Perera, principal systems architect, TelstraClear. “To remain competitive, it is our

mission to provide smarter, better and faster information and telecommunication

services with the best possible customer experience. Our service management

initiative is essential in helping our business units achieve this goal.”

Unified service delivery across disparate network infrastructures

With its 2001 acquisition, TelstraClear wanted to quickly integrate the network

infrastructures of both TelstraSaturn and CLEAR Communications. This would

enable the joint company to offer seamless service delivery to customers while

improving operational efficiency.

Following a competitive evaluation of the marketplace, TelstraClear selected

IBM Tivoli Netcool software (formerly Micromuse Netcool) for its proven strength

as an off-the-shelf fault management solution that could deploy rapidly, handle

large volumes of event data and integrate quickly with third-party operational

support systems.

“We were able to deploy Netcool software quickly and immediately consolidate

information from many devices and elements,” says Perera. “This enabled us to

realize a return on investment in just weeks.”

According to Perera, this was only the beginning. The move to a unified infrastruc-

ture has laid the foundation for an advanced service management framework

that enables the rapid deployment of next-generation services and the fast

and efficient identification of potential service level threats in its increasingly

complex environment.

“Tivoli Netcool software enables us to optimize and effectively harness our best-of-breed IP service delivery network, which is key to our success.”

–Dilshan Perera

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Key Components

Software

• IBMTivoli® Netcool®/Impact™ • IBMTivoliNetcool/OMNIbus™ • IBMTivoliNetcool/Reporter • IBMTivoliNetcool/Webtop

“There’s a huge demand from our enterprise and government customer segments to use ITIL best practices. Tivoli Netcool software’s natural fit within ITIL’s service management architecture provides us with a significant advantage when selling our products to these markets.”

–Dilshan Perera

“We have significantly expanded our offering to include VoIP, double-play services

to the business sector and triple-play services to residential customers,” adds

Perera. “Tivoli Netcool software enables us to optimize and effectively harness

our best-of-breed IP service delivery network, which is key to our success.”

Additionally, as TelstraClear has launched enterprise-wide IT Infrastructure

Library® (ITIL®) and IT service management initiatives, IT staff has found that Tivoli

Netcool is helping facilitate efforts to employ ITIL recommendations.

“There’s a huge demand from our enterprise and government customer seg-

ments to use ITIL best practices,” adds Perera. “Tivoli Netcool software’s natural

fit within ITIL’s service management architecture provides us with a significant

advantage when selling our products to these markets.”

Greater insight into the customer experience improves satisfaction

Today, IBM Tivoli Netcool/OMNIbus software enables fault collection, dedupli-

cation and consolidation of events from an array of element managers. Tivoli

Netcool/Impact delivers real-time analysis of fault data. And Tivoli Netcool/Webtop

offers a Web-enabled dashboard of service-impacting data.

Together, these applications correlate information from a diverse range of network

elements, enterprise servers, applications and network element management

systems, along with third-party performance, inventory and network management

systems. Tivoli Netcool software then presents the information in a single, real-

time view. As a result, operations staff can identify and prioritize events on

its network infrastructure by customer or service, enabling the company to deliver

enhanced service level agreements (SLAs) to its key customers.

Operators can also set service thresholds to ensure that they are notified when

a network fault threatens customer service. This helps TelstraClear avoid

the financial penalties associated with breaking its external SLAs. IBM Tivoli

Netcool/Reporter provides the real-time reporting that enables TelstraClear to

demonstrate via paper or Web-based reports that its SLAs are being met.

Additionally, TelstraClear operations staff can track key performance indicators

(KPIs) for service performance and availability. These KPIs provide the foundation

for all customer SLAs as well as giving the Operations & Support business unit

essential information to evaluate capacity and, in certain instances, determine

related capacity augmentations.

of 132




IBM, the IBM logo, Netcool, Netcool/Impact, Netcool/OMNIbus and Tivoli are trademarks of International Business Machines Corporation in the United States, other countries or both.

ITIL is a registered trademark, and a registered community trademark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office.

IT Infrastructure Library is a registered trademark of the Central Computer and Telecommunications Agency, which is now part of the Office of Government Commerce.




SWC10073-NZEN-00

“Tivoli Netcool provides a very granu-

lar and extensive set of data to help

us customize services and ensure

we’re meeting SLAs as agreed,” says

Perera. “As a result, we can con-

tinuously review and improve overall

service availability and collaboratively

target special problem areas with our

vendor and technology partners.”

With the ability to monitor a broad

range of applications, technologies

and vendor devices, operations staff

can rapidly pinpoint the source of a

service degradation to reduce mean

time to repair (MTTR) and avoid ser-

vice interruptions.

“Netcool has enabled TelstraClear to

achieve operational excellence and

reduce costs,” adds Perera. “By trans-

lating what is happening on the net-

work to how it impacts our customers,

we can prioritize which events and

alerts need attention first and take a

proactive approach to customer and

service management.”

Launching new IP services quickly,

without added costs

Through the delivery of a single

platform that supports a variety of ser-

vices and devices, TelstraClear gains

the flexibility it needs to more quickly

roll out new services and efficiently

manage the next-generation network

elements they depend on.

In fact, according to Perera, the integra-

tion of service management into new

technology rollouts is often delivered

ahead of schedule—and several

months faster than previously possi-

ble—thanks to the extensibility of Tivoli

Netcool software. This removes signifi-

cant risk related to the manageability of

new technologies and services, which

is vital in a fast-changing environment.

“Agility is essential in a market that is

wide open to new entrants and chal-

lenges,” says Perera. “Tivoli Netcool

software provides us with the confi-

dence that we can quickly apply ser-

vice management to any new offering

and helps us greatly to reduce the risk,

no matter how complex the project.”




Visit our Web site at:

ibm.com/tivoli

You can get even more out of Tivoli

software by participating in indepen-

dently run Tivoli User Groups around

the world. Learn about opportunities

near you at www.tivoli-ug.org

For more information about

TelstraClear, visit:

www.telstraclear.co.nz

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Toronto East General Hospital is a leading medical facility in Ontario, Canada, that boasts a one-million-square-foot campus and more than 2,500 employees, including some 400 physicians. Each year, the facility supports the medical needs of over 20,000 acute-care inpatients, 60,000 emergency visitors and 225,000 outpatients.

ChallengeStaff members at Toronto East General Hospital, a major Canadian healthcare

facility, were having difficulty communicating with each other. Previously, they relied

on overhead pages and phone calls routed through an outside switchboard—a

system that frequently resulted in extended wait times. And, with security incidents

becoming a growing concern, the hospital wanted to improve the visibility and

accessibility of its staff members and medical equipment.

SolutionWorking with IBM mobility and wireless services, the hospital implemented a

wireless communications system that allows users to immediately communicate

with each other throughout the one-million-square-foot facility. With one tap on a

wireless communication badge, a staff member can open a connection with other

employees and, with two taps, call a “code white,” alerting the hospital’s entire

security force. IBM considered Toronto East General Hospital’s clinical workflows

and communication patterns to help ensure that the mobile devices would

support and enhance how its staff members actually worked.

Benefits• Cutssecurityresponsetimesbyapproximately61percent,thankstostream-

lined communication capabilities and location tracking

• Improvesinsightintothestatusofstaffandlocationofequipment,leadingto

productivity increases

• Simplifiescollaborationamongstaffmemberswithinstant,two-waycommuni-

cation, helping improve the quality of patient care

Toronto East General Hospital secures its staff and equipment with an integrated wireless infrastructure.

Overview

Toronto East General HospitalToronto, Ontario, Canadawww.tegh.on.ca

Industry•Healthcare

Employees•2,500

Products•IBMmobilityandwireless

services

IBM Business Partner•CiscoSystems,Inc.

“From a patient safety perspective, having a device that gives you immediate access to the person you need to reach helps ensure that the message is clear and that it actually gets through.” —Rob Devitt, chief executive officer, Toronto East

General Hospital

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IBM Corporation 1NewOrchardRoad Armonk,NY10504 U.S.A.

Produced in the United States of America October2009 All Rights Reserved

IBM, the IBM logo, ibm.com and Smarter Planet are trademarks of International Business Machines Corporation, registered in many juris-dictionsworldwide.Otherproductandservicenames might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml

The information contained in this documentation is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this documentation, it is provided “as is” without war-ranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or oth-erwise related to, this documentation or any other documentation.Nothingcontainedinthisdocu-mentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM (or its suppliers or licensors), or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

This document illustrates how one organization uses IBM products and services. Many factors have contributed to the results and benefits described; IBM does not guarantee comparable results elsewhere.


SAC03012-USEN-00

For more information Please contact your IBM sales representative or IBM Business Partner.

Visit us at:

ibm.com/healthcare

ibm.com/services/us/index.wss/offerfamily/gn/a1000398

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http://www.ibm.com/healthcare

http://www.ibm.com/services/us/index.wss/offerfamily/gn/a1000398

University of Cincinnati: Taking cellular communication to the next level


Connecting to the student body

Today, it’s a safe bet that every

young person entering a university

has a cell phone when they arrive

on campus. For universities, this

presents a great opportunity to reach

out and connect to students in a

new way. For example, what if a pro-

fessor could contact all of his or her

students with an important course

announcement, simply by sending

a text message? Or, what if the uni-

versity could send out a safety alert

in a time of emergency?

The pervasiveness of cell phones

makes communicating in this way

a real possibility. But with thousands

of community members carrying

myriad devices connected to differ-

ent cellular carriers, it’s impractical.

Overview


The University of Cincinnati (UC)

wanted to empower all of its

students with enhanced cellular

communications and first-of-their

kind wireless services, but to do so

it had to compete effectively against

commercial cellular carriers.

■ Solution

Working with a local cellular

service provider under an IBM-

developed collaborative business

model, the university created a

compelling cellular offering for

students and faculty that offers

superior coverage and unique,

university-specific functionality.

■ Key Benefits

• Minimizes risk and cost by

outsourcing day-to-day operations

• Guarantees that all students

can be reached easily because

of campus-wide coverage and

universal adoption

• Creates an innovation “laboratory”

to encourage the development

of new services, including aca-

demic tools, lifestyle services and

security offerings

“ It positions UC as an innovation incubator, which fits into our mission as a research university.”

– Fred Siff, professor, vice-president

and CIO, University of Cincinnati

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Giving students unique communication capabilities

An obvious answer is for the university itself to provide cellular service and

get everyone on the same system. This raises business-related issues. First

and foremost, universities are not in the business of being cellular carriers,

with their own networks, nor should they be. Beyond this, there are competitive

concerns. For the true potential of universal student connectivity to be realized,

the university needs to lure students away from their existing carriers.

University of Cincinnati professor, vice-president and CIO Fred Siff expresses

the case eloquently. “We’ve got 35,000 students. Every one has a cell phone,

and none of them are ours. That’s a bad business model. It’s a bad connectivity

model. At the same time, we’re providing land lines in dormitories that none of

our students want or need. So it only makes sense for us to offer the students

cell phone service in some way.”

The University of Cincinnati, moving ahead of the curve

The University of Cincinnati recognized early on the potential of wireless

communications, and set out to find a way to make university-provided cellu-

lar service a practical reality. Working with IBM Global Business Services, UC

developed a sustainable business model that would position it as a “virtual”

cellular provider: By leveraging a relationship with a local cellular service pro-

vider, the university would be able to offer students UC-branded cell phone

service without having to get into the business of network operations. To clearly

link the offering to UC and distinguish it from commercial offerings, it would be

called “Bearcat” after the university’s mascot. Further differentiation comes from

UC-specific features, such as the ability for graduating seniors to keep their

number and voice mail after they leave, to maintain their link to the university.

To formulate the model, IBM applied best practice methodologies to examine

the relative advantages of adaptive, transformational and breakthrough

technologies and the business models that support them. The model chosen

was adaptive, meaning that it offered tangible business value without being

disruptive to the university’s operations or requiring UC to actually start up an

entirely new business unit.

Once the business model had been finalized, the university took advantage

of IBM’s telecommunications expertise to make it a reality. IBM helped the

university define the solution architecture and craft an RFP to attract a cellular

operator. IBM also helped to design and deploy the on-campus infrastructure,

acting as consultant, integrator and project manager.

Business Benefits

• Enables UC to become a “virtual”

cellular provider, reaping rewards

while minimizing risk and cost, by

outsourcing day-to-day operations

• Guarantees that all students can be

reached easily because of campus-

wide coverage (even in buildings and

underground) and universal adoption

• Attracts users by competing effectively

against commercial carriers on price,

while providing better functionality

and coverage

• Creates an innovation “laboratory”

to encourage the development of

new value-added services, including

academic tools, lifestyle services

and security offerings

• Helps UC further its goal of enriching

the college experience by becoming a

relevant part of students’ lives

“ What we want to do is create and sell what makes UC Mobile unique, and that’s value-added services.”

– Fred Siff

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A clear understanding of needs...and wants

“You can’t look at this kind of service in isolation,” says Siff. “We can make our

cell phone offering mandatory, but that's missing the point. Not only do all the

students already have cell phones when they arrive, they’re probably locked

into a contract. Chances are good that they’re on their parents’ plan and have

features that they already like. So even though we want all our students to have

a UC Mobile Bearcat phone, we should not force them to adopt it.”

Siff clearly understands what it takes to make the university’s student

communications initiative work. The key, he says, is to compete directly with

commercial carriers. “If we can’t offer a financial advantage, we should not

be in the business. We have to do better than the market by offering both

better price and better capability.”

First-of-their-kind, value-added services and superior quality are a central part

of the UC Mobile package. With its own on-campus infrastructure, the university

has been able to provide coverage throughout the campus, even underground

and within structures. No commercial carrier can match that capability.

UC Mobile’s enhanced service offerings are truly compelling. Security is an

essential core service: Every Bearcat phone can call campus police directly

at the press of a button. Combined with universal coverage on campus, this

makes the Bearcat phone the only option for students who need help anytime,

anywhere. The Bearcat phone is also a powerful academic tool. By linking the

phones directly to the university’s Blackboard academic application suite,

faculty can provide students with important course updates via text message.

Convenience and lifestyle-related services are also very popular. One allows

students to see the estimated time of arrival for campus shuttles, based not

on pre-published schedules but the actual location of the GPS-equipped

shuttle buses. Other services even involve the surrounding community – the

most recent value-added offering is the use of the Bearcat phone as a way to

pay for goods. Money is deposited into an account that the phone can access,

and it’s used in much the same way as a debit card. The first partner in this

program is the Kroger supermarket chain (headquartered in Cincinnati), and

scores of other local merchants have signed up as well.

Key Components

Services

IBM Global Business Services

Why it matters

The University of Cincinnati wanted

to take advantage of the popularity

of cell phones to give its students and

faculty a new level of enhanced wireless

connectivity and utility. Using a new,

collaborative business model that mini-

mizes risk and generates new revenue,

UC worked with a local cellular carrier

to create a first-of-its-kind, highly com-

petitive cellular offering package with

compelling features. With all students

and faculty using the UC Mobile service,

the university can provide unique, highly

relevant services including enhanced

security and academic tools.

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Building a business case

Siff knew that a winning marketplace offering was only part of the equation.

“A lot of universities lost their collective shirts on long distance,” he says.

“We did not want to get into the phone business per se. A sound business

plan was vital to getting the UC administration to support the plan, and IBM

helped us put together a business model that puts the day-to-day operational

burden on our cellular partner and allows us to focus efforts elsewhere.”

The development of enhanced offerings, however, is kept in-house. “What

we want to do is create and sell what makes UC Mobile unique, and that’s

value-added services,” Siff says. “It also positions UC as an innovation incuba-

tor, which fits into our mission as a research university.”

The initial rollout of the plan, to an incoming freshman class, was highly

successful. UC has expanded the service, providing all residential students

with a Bearcat phone and incorporating basic UC Mobile service fees into

its housing costs. Just as with commercial carriers, students have the ability

to upgrade their service level and phone for an additional fee.

The business model that UC came up with is a win-win-win for all concerned.

Students get competitive rates and unique services, the local cellular partner

gets a guaranteed subscriber base in exchange for favorable rates, and

UC gets reduced risk, a new revenue stream and a way to better serve the

university community.


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innovate, please contact your IBM representative or IBM Business Partner.

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ibm.com/innovation




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Many factors contributed to the results and benefits achieved by the IBM customer described in this document. IBM does not guarantee comparable results.

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Vassar Brothers Medical Center adapts to healthcare’s challenges through mobile processes.

Overview


With its operational challenges

intensifying in the face of increas-

ing demand for healthcare serv-

ices, Vassar Brothers realized

that it needed to fundamentally

change – and ultimately optimize –

its core processes. To enable

this, the hospital needed to free

itself of the restrictions of a fixed

and fragmented infrastructure.

■ Solution

Working with IBM and its

Business Partners InnerWireless

and Vocera Communications,

Vassar Brothers deployed a per-

vasive wireless infrastructure that

enables the hospital to transform

its process paradigm from fixed

to mobile – increasing patient

safety and operational efficiency.

■ Key Benefits

• 95 percent reduction in medication

errors, representing between

US$25 million and US$50 million

in associated annual costs

• 20 percent increase in nurse

productivity by virtue of mobility-

enabled process improvements

• Improved asset utilization,

enhanced patient safety and a

reduction in future expenditures

on IV pumps via real-time wireless

tracking capability


“ For us, there is no more important goal than patient safety, and no more important task than improving proc-esses to ensure it. With the help of IBM and its ecosystem of partners, we’ve come a long way toward that goal.”

– Daniel Aronzon, MD, president and

CEO, Vassar Brothers Medical Center

In the field of healthcare services,

advanced medical research has

aptly been viewed as the central

weapon in the ongoing “war” against

diseases. In recent years, the intro-

duction of powerful information tech-

nology alongside classical clinical

research techniques has already

begun to deliver on the enormous

promise that it holds in such key

areas as gene therapy and oncology.

By creating the foundation for a whole

new way of treating illnesses, the

marriage of IT in medical research

has the potential to alter the very

nature of healthcare delivery – and

thus constitute a new weapon against

disease. At the same time, however,

the healthcare industry also faces a

Vassar Brothers Medical Center is a 365-bed facility that has been serving New York’s Mid-Hudson Valley since 1887. Located on the banks of the Hudson River, Vassar Brothers has established centers of excellence in cardiac services, cancer care, and women and children’s health services. Vassar Brothers is an affiliate of the Health Quest hospital system.

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Improving patient safety and operational efficiency through innovation

different kind of war – against lingering inefficiencies and rising costs – brought

on by a tidal shift in demographics that will strain the nation’s healthcare system

to an unprecedented degree. Like an approaching storm on the horizon, the

mass retirement of baby boomers, which will swell the ranks of the over-65 seg-

ment to nearly a quarter of the U.S. population, has so far provided just a hint of

the turbulence it is expected to cause. Indeed, it’s a foregone conclusion that

the longer lifespans and increased demand for care among senior citizens will

absorb a much greater share of healthcare resources.

Stemming a rising tide

But a capacity crunch is only half the problem for the healthcare system.

The cost and funding issues spawned by this trend pose an even greater

challenge. With the nation’s annual healthcare spending already at US$1.5

trillion, a whopping 16 percent of GDP, the need to control costs has become

absolutely critical. Seeking a way to stem escalating costs, the federal govern-

ment – by far the largest payor in the healthcare system – has begun a qualita-

tive shift in its reimbursement practices, the central mechanism for allocating

resources across different healthcare providers. Employing free market prin-

ciples, the emerging trend is to more closely tie reimbursement rates to quality

and cost metrics. By rewarding providers based on their ability to “do more

with less,” this new formula aims to encourage providers to invest in the admin-

istrative and clinical innovations that will enable them to better compete in

tomorrow’s healthcare environment.

Vassar Brothers Medical Center (www.vassarbrothers.org) is one provider

that has heeded the call. Located on the banks of the Hudson River in

Poughkeepsie, the 365-bed facility is a key member of the Health Quest

regional hospital network. While highly rated for quality and a leader in

cardiovascular care, Vassar Brothers still faced the same capacity and cost

challenges as the rest of the industry. What made Vassar Brothers stand out,

however, was its rare combination of vision, leadership and a willingness to

face the challenges head-on. Vassar Brothers’ leaders viewed the trend toward

accountability as not a problem to solve but an opportunity to adapt better

than any of its competitors to the new environment. Its reasoning was simple:

continuous improvements in measures such as clinical outcomes, patient safety

and operating efficiency – combined with more transparency – will strengthen

Vassar Brothers’ place in tomorrow’s healthcare environment. The same line of

thinking also applied to the physicians on whom Vassar Brothers depended for

patient admissions. Over time, Vassar Brothers had differentiated itself based

on its quality of care. While this was a critical foundation, Vassar Brothers saw

the opportunity to cement an even closer relationship with its physicians by

providing them with access to the best systems, infrastructure and practices.

Vassar Brothers knew what it would take to thrive in tomorrow’s healthcare envi-

ronment, and was ready to take action to make it happen.

Business Benefits

• 95 percent reduction in medication

errors, representing between

US$25 million and US$50 million

in associated annual costs

• 20 percent increase in nurse

productivity by virtue of mobility-

enabled process improvements

• Improvement in overall quality of

care and patient safety

• Improved asset utilization, enhanced

patient safety and a reduction in

future expenditures on IV pumps via

real-time wireless tracking capability

• Improved overall ability to thrive

in the emerging healthcare serv-

ices marketplace

“ We looked at the hospital and we saw that everything was in motion. Then we looked at the standard-ized processes and technologies in health-care, and they were all based on static models.”

– Nick Christiano, CIO of HealthServe

Information Technologies

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Guided by the high priority it has long placed on patient safety, Vassar Brothers

chose to focus its initial efforts on reducing errors in dispensing medication,

a chronic and costly problem with many causes– from undetected interac-

tion problems and unreadable handwriting scripts, to fatigue and human

error. Known as Adverse Drug Events (ADEs), these dispensing errors were

costly (costing as much as US$10,000 per incident, or US$1.3 million for a

300-bed hospital), disruptive and dangerous. To reduce the number of ADEs,

Nick Christiano, CIO of HealthServe Information Technologies (the IT enterprise

of Health Quest that serves Vassar Brothers and its sister institutions), proposed

a reengineering of the entire prescription medication process, with the aim of

making it seamless, efficient and consistent. To gain a more granular under-

standing of process requirements, Christiano and his team made a detailed

assessment of the overall process flow, including communication patterns and

the interdependencies between different clinical areas and personnel. Their

review uncovered a process flow marked by discontinuities, distractions and

the lack of standardization. It showed, for example, the extent to which nurses

are required to go out of their way to access or share information in the course

of their regular duties. It showed also how flaws in the way doctors ordered

medication – ranging from illegible scripts to undetected adverse interactions –

were a key source of adverse drug events.

Getting to mobile processes

Christiano’s analysis also showed how the vast majority of the hospital’s

processes, and the personnel performing them, are in a near-constant state

of motion. For employees to function at maximum efficiency, he reasoned,

they needed tools, processes and an underlying infrastructure that were

aligned with and optimized for this mobile environment. To get to this point,

Vassar Brothers needed to correct the mismatch that existed between its

current infrastructure – comprised of fixed terminals and wired telephony –

and the mobility-enabled processes it sought to put in place. Christiano and

his team saw a pervasive wireless communication infrastructure as the bridge

to the hospital’s future process framework. To put it in place, he turned to

IBM Global Technology Services and its Business Partner InnerWireless.

Using InnerWireless’ Wireless Utility In Building Wireless System, IBM

designed a unified wireless infrastructure capable of handling all of Vassar

Brothers’ data and voice applications. Replacing the patchwork of fragmented

wireless networks that had been in place, the solution provides a single

broadband environment that supports both current and future wireless protocols

for voice, data, telemetry and RFID applications. The inherent benefit of having

a pervasive wireless solution spanning the entire hospital was immediately

evident when Vassar Brothers deployed its new medication management proc-

esses – which employ wireless barcode technology – by essentially “plugging

into” the new infrastructure.

Key Components

Services

• IBM Global Technology Services

Business Partners

• InnerWireless

• Vocera Communications

Time frame

• Meds barcoding initiative: 12 months

• Development of IV pump tracking

pilot: 6 months

Why it matters

Vassar Brothers Medical Center sees

mobility-enabled processes as the key

to thriving in tomorrow’s healthcare

environment. To lay a foundation for it,

the hospital built a pervasive wireless

infrastructure on which it has begun

to deploy redesigned and optimized

processes. These include a wireless med

barcoding system, which has drastically

cut errors in administering medications,

and an RFID-based solution to track and

manage its clinical assets in real time

anywhere in the hospital.

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Under the new process, nursing staff use barcode devices to perform a

three-way, real-time cross-check between patients, meds and the patients’

medical files. In addition to real-time error detection, the solution also needed

to enable bedside clinical staff to respond promptly and efficiently. To address

this, IBM deployed a wireless Voice over IP communications system from

its Business Partner Vocera Communications that enables nurses to contact

the doctor or the pharmacy in real time from the patient’s bedside without

having to return to the nursing station. The results have been dramatic. In the

first full year the system was in place, Vassar Brothers prevented over 5,000

medication errors, compared to just 244 in the year before. This implies a 95

percent reduction in errors, representing between US$25 and US$50 million in

associated costs. Another key benefit is the hour and a half that the average

nurse using the solution saves on each shift by being able to communicate in

real time wherever he or she is.

The wisdom of Vassar Brothers’ decision to deploy a pervasive wireless

infrastructure became immediately evident in its next initiative, the use of

active RFID technology to track the hospital’s inventory IV pumps in real time.

Using InnerWireless’s Active RFID solution, known as Spot, IBM implemented

a floor-by-floor pilot program that has thus far proven highly successful.

Ultimately, it will sharply reduce the amount of time clinicians and staff spend

searching for assets, and will give the hospital a more rational basis on which

to procure and manage its inventory – with the ultimate benefits expected to

include improved asset utilization, enhanced patient safety and a reduction

in future expenditures on IV pumps. Dr. Daniel Aronzon, president and CEO

of Vassar Brothers, believes the hospital is well positioned to compete in a

healthcare environment where results and efficiency will be increasingly impor-

tant. “For us, there is no more important goal than patient safety, and no more

important task than improving processes to ensure it,” says Dr. Aronzon. “With

the help of IBM and its ecosystem of partners, we’ve come a long way toward

that goal.”



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Produced in the United States of AmericaJune 2010All Rights Reserved

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These customer stories are each based on information provided by the client and illustrate how one organization uses IBM products. Many factors may have contributed to the results and benefits described; IBM does not guarantee comparable results elsewhere.

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