iir sep25 06 b herbert final
DESCRIPTION
This is from an IIR conference I spoke at in Lisbon, Portugal a couple years back. How to mash operations data to identify efficacy of new service marketing and deliveryTRANSCRIPT
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Utilizing Business Intelligence to Evaluate the Success of
New Services
IIR Market ForecastingLisbon, September 25, 2006
Brian Herbert, Director, Product ManagementNetwork Business Intelligence
ACE*COMM
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Section I: The Situation
Industry Dynamics Increase Complexity of Product Execution
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Data Rich but Knowledge Poor
• Rapid change at the business level:– Consolidation and new technology increasing scale and number
of offerings– “Stickiness” of services and packages– Customers technically aware and impatient: pressure to
understand relative weight of customer experience factors– Business processes with manual or bypassed steps: pressure
to understand inconsistent customer experience?
• Reveals issues at the IT level:– Multiple, redundant Support systems– Disparate data sources, often in their own silo– “Swivel-chair” integrations– Data quality impacts: “garbage in, customers out”
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Convergence Increases Complexity of Customer Analysis…
Hybrid Hybrid ServicesServices (e.g. integrated (e.g. integrated
messaging, click messaging, click now view later, now view later,
LBS)LBS)
Mobile Mobile ServicesServices
Broadcast Broadcast ServicesServices
Broadband Broadband ServicesServices
3G4G
Mobile TV
IPTV
Voice Voice ServicesServices
VoIP
Pod-casting
MMS
Source: Stratecast Partners
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And Stretches the Value Chain…
S ource : E rics son
Buye rS e rvice
Provid e r
Royalty
O wne r
N e twork
O pe ratorBroke r
Mus ic Vid e o
Im pre s s ion/C lick
Virgin ntl:D ouble
C lick
Joe
C ustom e r
D avid
Bowie
D is tributor
S ony
Ad ve rtis e r
D e ll
HypotheticalExample only!
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Creating Need for Complete Views of the Business (NBI)
CUSTOMER
Asset/Data Mgmt
Market OptimizationCustomer
Acquisition
Order Management
OperateNetwork
Deliver Services Potential Revenue to Earned Revenue
Earned Revenue to Collected Revenue
Cash Management
Financial Analysis
Executive KPIs
Revenue Assurance
Organization
Systems
Customer
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3 Factors to Product Success
Market
ServiceNetwork
Capabilities and Capacity (by cost and location)
Products and Services(by revenue, cost, bandwidth, and competitiveness
Customers and Prospects(by segment and service)
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Product Success Factors - Questions
• Network: What does the supply side look like? How do we minimize CAPEX?
• Service: What is optimal mix based on revenue, cost, bandwidth, and competition?
• Markets: What are the patterns of growth, penetration, churn and ARPU?
These factors are interrelated
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Answers Provided via Data Integration
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Section II: Operator Application
Integrated BI to Improve Service Success
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Business Optimization through Visualization
• Data Quality Improvement
– Improve accuracy of address data
– Improve serviceability data, provide CSR ability to pinpoint customer
• Campaign “Triage”– High probability /low
acquisition cost– Low incremental cost to
service• Integrate Network and
Marketing Decisions
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Resulting ProspectDrill-Down
Navigate ThroughService Area
Create andHighlight Data
Themes
Build Complex Queries
High-levelVisualizationInterface
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Prospect Data Analysis & CleanseAnalyze customer and prospect address data against:• Postal files• Demographic data• Network availability
(GIS integration)• Known customers
Actual Results: UK operator, over 1 million missing premises within a footprint of ~8 million~200,000 of these are immediately addressable providing an additional market of $230 Million per annum
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Campaign PrioritizationAll prospective missing premises within 20m of the network
(indicated by ? symbol and grey shading).
A list of target prospects is automatically generated, reviewed, and exported to marketing system
Actual Results: 23% reduction in direct marketing expenses
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Capacity-Based Sales Management
• Boundaries and capacities shown on this theme
• Potential of 48 sales for L3 area (yellow highlight) with no incremental CAPEX
• Surrounding cabinets show remaining capacity for telephony (black) and CATV tap (pink)
• Potential of 9 Triple-Play sales in designated region
• Allows prioritization of cross-selling and new sales activities
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Network and Business Integration
Combine capacity
information with
physical network,
premise and prospect
data.
Sales campaigns can
then focus on matching
supply and demand
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Task SchedulerData Collection
Status
Graphics integratingProduct, Network,And Market Views
Personalized Portal byWorkgroup and Task
KPI Status
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Section III: Architecture
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Integration Points
NetworkVisualization
Data Central
OSSs(Cortex & ICMS) CC&B
(later Harmony)
WEB
NetworkInspector
WEB
WEB
Network (SDH, PDH & switches)
Maps(Scaled as necessary)
External datasources(Equifax,Claritas, Address Point, PAF…)
GIS(Ducts, boundaries…)
Arc View
Telesales & marketingVisualization
Business DataIntegration
OSSs(Cortex & ICMS) CC&B
(later Harmony)
WEB
NetworkCollection
WEB
WEB
Network (SDH, PDH & switches)
Network (SDH, PDH & switches)
Maps(Scaled as necessary)
External datasources(Equifax,Claritas, Address Point, PAF…)
GIS(Ducts, boundaries…)
Arc View
Telesales & marketing
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Data Sources• Physical network (ducts, cabinets…) • Logical network (boundaries, capacity,
services…)• Market (prospects, customers, billing data,
churn, propensity…)• Products and Services (tariffs, packages,
network requirements, billing details)• External data sources:
– Postal Address File/OS Address Point)– Demographic data– Map Data
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My Forecast
• Marketing interfaces will be increasingly tailored to facilitate human intelligence:– spatial mapping, pattern analysis, workflow tools
• After forecasting, product success depends on a new level of product, service, and network data integration to capture projected market
• “Garbage in, Customers out” – your customer’s experience is only as good as your data
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Thank You!
Brian Herbert Senior Product Manager, Network Business Intelligence, ACE*[email protected]