An Integrated Approach to Billing, Call Center and Customer Relationship Management A Discussion Document August 31, 2000

An Integrated Approach to Billing, Call Center and Customer

Relationship Management

A Discussion Document

August 31, 2000

2 PricewaterhouseCoopers

Agenda

Context

Key issues for China Mobile

The Communications Enterprise Solution Architecture (CESA)

Customer Relationship Management (CRM)

About PricewaterhouseCoopers


Context

• China Mobile facing growing competition from both Unicom and China Telecom

• CMCC’s billing and IT infrastructure are inadequate to sustain competitive advantage

• Large scale and rapid IT infrastructure development is required

• CMCC has requested PricewaterhouseCoopers’ assistance in building a worldclass IT infrastructure

• We are the undisputed leaders in this area worldwide, and have unique delivery capabilities in China


Key Issues for China Mobile

Key Trends in Mobile Telecoms Key Trends in Mobile Telecoms


Average Revenue Per Subscriber is declining ... … keeping EBITDA margins flat

40.0%

41.0%

42.0%

43.0%

44.0%

45.0%

46.0%

47.0%

48.0%

49.0%

50.0%

1998 1999 2000 2001 2002

EB

ITD

A %

USA Cellular EBITDA %1998 - 2002

Source: DLJ

Note: This data represents results for a “typical” cellular company

The value of mobile voice services has peaked. Much of the value growth in the US is now substitutive

Mobile voice is maturing

Sonera's ARPU development 1991-1999

01020304050607080

AR

PU ($

)

0%

10%

20%

30%

40%

50%

60%

70%

Mob

ile p

enet

ratio

n (%

)

ARPU Penetration

* Sonera is re-branded Telecom Finland Mobile


It is thought that data services will ultimately fill this “value gap”, with mobile devices becoming the ECommerce “tool of choice” for most consumers

In the US, mobile valuations generally exceed cash generation by a significant margin

VoiceServices

Other

70%

100%

% MobileValue • FMC

• Substitution

•Data/Broadband


Investors believe that the introduction of mobile data technologies will create significant new opportunities...

Asia -- Japan, Hong Kong, Taiwan, and Singapore -- portend to be leaders in the introduction of mobile data applications

Data9.6 - 14.5

kbps

Data9.6 - 14.5

kbpsSMSSMS HSCSDHSCSD GPRS

115.2 kbpsGPRS

115.2 kbps EDGEEDGEWCDMA

384 kbps - 2Mbps

WCDMA384 kbps - 2

Mbps

Data9.6

Data9.6 SMSSMS CDPD

19.2 kbpsCDPD

19.2 kbps

CDPD, GPRS

57.6 - 115.2kbps

CDPD, GPRS

57.6 - 115.2kbps

136+115.2 - 384

kbps

136+115.2 - 384

kbps

WCDMA384 kbps - 3

Mbps

WCDMA384 kbps - 3

Mbps

Information Broadcast: Weather; banking;

news; stocks

Information Broadcast: Weather; banking;

news; stocks

File transfer; download

File transfer; download

Info access: Intranet access: WWW access;

always “on” line; Mobile ISP; image

transfer

Info access: Intranet access: WWW access;

always “on” line; Mobile ISP; image

transfer

Info access; Intranet

access; real time apps;, interactive

sessions

Info access; Intranet

access; real time apps;, interactive

sessions

1998

1999 - 2000

2000-01

2001-02

Wireless multimedia, voice, video, multimedia

applications, M-commerce

Wireless multimedia, voice, video, multimedia

applications, M-commerce

2002+

GSMGSM

TDMATDMA

PDCPDC Data28.8 kbps

Data28.8 kbps SMSSMS

WCDMA384 kbps - 3

Mbps

WCDMA384 kbps - 3

Mbps


Projections of WAP, Cellular Subs, and Internet Subs Growth

-

200,000,000

400,000,000

600,000,000

800,000,000

1,000,000,000

1,200,000,000

1,400,000,000

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Projected Cellular

Subscribers Projected PC's Connected to the

Internet(Dataquest 10/98)

Projected WAP Handsets

Many believe that Internet access will move to the “handset”


Mobile data will enable myriad new service opportunities

Consumer Business Other

Information Services Entertainment Games Banking E-Commerce E-mail Video telephony Personal navigation Internet access

Database search Corporate databases Email File transfer Intranet access Internet access Vehicle navigation Video telephony

Specialist products: Telemetry Machine monitoring Navigation & logistics

products

Alternative products: Return channels for

broadcast technologies

Wireless homes


Mobile data will create a new value chain for mobile operators

The combination of multiple services and segments will lead to the development of a complex new value chain that combines content, transport and solutions

Activities

Customer

Traditional Mobile Value Chain

NetworkManagement

ServiceProvision

Network planning

Network construction

Network operation

Sales and marketing

Billing

Customer care

Activities

CustomerContent

• Production, distribution and aggregation of content

• Editors, Magazines, On-Line, and Portals

• Core and access transmission of data

• Internet backbone providers, Access providers (e.g. GSM and UMTS)

Transport Solutions

• Hardware and software solutions enabling the products to be used

• Smartphones, PDAs and Internet browsers; Corporate Intranet software

Examples

Future Mobile Value Chain


… transport and access will become “low value” commodities ...

In the consumer market, as the network becomes unbundled, value creation will migrate to either content or solutions

ConsumersConsumers

CONTENTCONTENT SERVICE CREATION SERVICE CREATION INTEGRATION INTEGRATION MOBILE

TERMINALS MOBILE

TERMINALS TRANSPORT TRANSPORT

Value Added ServiceProvider

Value Added ServiceProvider

ACCESS ACCESS

Transport SolutionsContent

OperatorOperator

MediaMedia

Portals Portals

… owning a network will not be essential for participation in the mobile consumer market ...


In the corporate market, mobile operators may lose direct customer access

Solution providers are poised to capture a majority of the value ...

ITFixed

TelecomsMobile

Telecoms

Corporate

Today

CorporateCorporate

Mobile TelecomsMobile

Telecoms

CorporateCorporate

ITIT

Solution ProvidersSolution Providers

FixedTelecoms

FixedTelecoms

The Future


MNC

Large National

SME

Personal

Household

Content Transport Solutions

Most existing mobile operators are not well-positioned except in the traditional personal segment

Poorly Positioned Moderately Positioned Well-Positioned

Customer Segments


PersonalCorporate

GSM(TDMA/CDMA)

GSMGPRSDECTOther

UMTSEDGE

GMPCS

Country XCountry Y

This may lead to a “mobile network break-up”

This “break up” is consistent with what has happened in fixed line services ...


Key Near-Term Success FactorsKey Near-Term Success Factors



• Identify, develop, and retain target customers through on-going segmentation and analysis

• Secure existing revenues through revenue integrity measures

• Become customer centric, and begin to develop a Customer Management System

• Switch fixed to variable costs through outsourcing

• Optimise the business portfolio to capture and invest in new revenues streams

In PwC’s experience, 5 strategic imperatives are common to developing mobile operators


1. Segment the Customer Base

Understanding the true profitability of customers is essential to get full value from the current customer base

Typical Customer Profitability Distribution

Segmentation variables:

– customer type

– needs/usage patterns

– service complexity

– location

– costs vs revenues

Unprofitable Marginally Profitable

Highly Profitable

Promotions, product development, marketing, pricing, sales and support should focus on finding, acquiring, retaining and enhancing profitable customer segments

# of

Cu

stom

ers

-1,600,000

-1,200,000

-800,000

-400,000

0

400,000

800,000

1,200,000

1,600,000

2,000,000

-10 0

10

20

30

40

50

60

70

80

Profitability (%)


2. Create a Customer-Centred Organisation

To create “winning” services for customers, operators increasingly build Customer Management (CMS) Systems to collect, analyze, and use customer information and perform increasingly sophisticated segmentation exercises

TransactionData

TransactionData

Database

Marketing

System

Customer AcquisitionCustomer

Acquisition

Direct Marketing

Direct Marketing

Customer Management

Customer Management

Telephone Personal Computer

Mail

Internet

Planning / Create MID

Brokers/branches/

dealers

Touch Points Analysis Areas

Financial Management

Financial Management

Other Systems

DemographicsDemographics

CommunicationsHistory

CommunicationsHistory

PsychographicsPsychographics

Data Sources


2. Creating a Customer Centered Organisation

11.38

12.16

11.23

5.24

3.07

12.57

13.48

12.67

5.9

3.43

13.89

14.94

14.3

6.64

3.83

15.35

16.56

16.12

7.48

4.29

16.96

18.36

18.19

0.84

4.79

0

10

20

30

40

50

60

1998 1999 2000 2001 2002

Market Management

Order Management

Network Management

Source: The Yankee Group, 1998

Customer Management

Business Management

$ Bn

Spending by telecom operators on Customer Management Systems is approaching US$ 20 billion annually


2. Creating a Customer-Centered Organisation

Audit

Customer Ops.Corporate &Large Accts.

CustomerOperationsConsumerand SME

Customer OperationsNew Media

CustomerOperations

Internet

COOCustomerOperations

Engineering& Network

Construction

NetworkOperations &Maintenance

ChiefInformationOfficer (IT)

ChiefTechnical

Officer

Finance Procurement

Admin Legal

InvestorRelations

RevenueAssurance

Real Estate

ChiefFinancialOfficer

StrategicPlanning

HumanResources

CorporateCommunications

Carrier Relations& Reg. Affairs

RiskManagement

Chief Executive Officer

Board of Directors

The organisation needs to be structured around key customer and product groups, with accountabilities across all customer facing functions


CurrentRevenues

Lost Revenues: Lost call records Poor test phase control Delayed billing Inaccurate rating/discounting Inadequate credit control Excessive aged debt Ineffective fraud prevention

Action to enhance revenue integrity will flow through immediately to the bottom line

3. Secure existing revenues

Many mobile businesses are losing revenues already earned because of flaws in their systems and processes


Exchange

Files overwritten before collection

Files lost/incomplete or corrupted

Inadequate information for billing

Valid data rejected

Data not transferred on a timely basis

Revenue leakage points can occur anywhere in the end to end revenue lifecycle and can cause poor quality of customer service, loss of reputation, etc ...

3. Secure existing revenues

Billing and pricing revenue leakages will cause even greater problems with the mobile data since billing and pricing will become more complex

Typical revenue leakage problems……..

Billing and Pricing

Incorrect prices set-up

Inconsistent prices on different pricing engines

Incorrect/incomplete customer data

Incorrect discount information

Loss of call records


3. Secure all existing revenues

US Cellular Operator US IXC Asian Cellular Operator

ISSUE Inaccurateinterconnectioncharges

Incorrect ratingtables in billingsystem

Inadequaterevenue integrity

SOLUTION Process reviewand changes

Billing accuracyassessment

Diagnostic review

RESULT $2 millionannualisedsavings

$7 millionannualisedunderbillings

Revenue integrityframework in place

… giving enhanced shareholder value, improved customer service and better focus on high risk areas

ExamplesRevenue diagnostic tools can identify leakages. Stemming revenue

leakages can add 5-10% to annual revenues at minimal additional cost


4. Switch fixed to variable costs

Outsourcing, sub-contracting, and co-operation with other organisations can replace fixed costs with more flexible variable costs ...

Activities that can be outsourced include:• Market research• Advertising and promotion• Sales channel management• IT management• Payroll processing• Facilities management• Network design and construction• Fleet management

Fixed costs

Break-even

ContributionMargin


1. Dispose of non-core “value destroying” businesses

2. Reorganise core business- de layer- simplify and focus

3. Obtain greater value from under-utilised non-core assets, e.g. land

4. Outsource non- strategic processes and activities

Four Step Strategic Review

Illustrative

Value creating

operations

Value destroying operations

Current portfolio

value

Potential portfolio

value

+ ve

- ve

$

5. Optimise the business portfolio

Management should seek to continually fine-tune the business portfolio and reinvest to create new value


Assumptions and Next StepsAssumptions and Next Steps



Looking Forward

PwC has the following assumptions about CMCC’s

future operation:

CMCC’s business will get increasingly complex as a result of growth, competition, technological change, and market change

Significant performance improvement will be required to sustain shareholder value

Competency in new service creation, mobile data, and customer management will be required for sustainable, long-term leadership

Strong partnerships and alliances will be critical to success


CESA

An Enterprise -Wide Solution from PwC For Communications Business Growth


Value Drivers for a Telecom Company

The Seven Principal Value Drivers:

Operating Profit Margin

Revenue Growth

Working Capital

Competitive Advantage Period

Cash Tax Paid

Capital Expenditure

Cost of Capital


Critical Issues that Affect the Value Drivers

Time to market

Efficient, technically advanced network

Attracting & KeepingProfitable Customer

Brand Differentiation

Channel Distribution

Financing

Revenue Growth


Cash Tax Paid

Working Capital

Capital Expenditure

Cost of Capital



Our Response to the Top 6 Critical Issues

Response

Proven Organisational and Business Process Templates

Pre-integrated System Solution Proven Implementation Process Pre-Evaluated Best-in-Class Technology,

Vendors and Applications Investment Geared to Business Growth Integrated Customer Care Focus to

Minimise Churn and Maximise Revenue Return

Scaleable Low-Risk Solution Leading Edge but Based on Proven

Technology Integrated Performance Measurement

Framework

A One-Stop-Shop Communications Enterprise Solution

Critical Issues

Time to market

Efficient, technically advanced network

Attracting & KeepingProfitable Customers


Financing


Revenue Growth


Cash Tax Paid

Working Capital

Capital Expenditure

Cost of Capital



Which Responses Resolve Which Critical Issues?

Time to Market

Attracting and Keeping Profitable Customers

Financing

Efficient, Technically Advanced Network



Proven Organisational and Business Process Templates

Pre-integrated System Solution

Proven Implementation Process

Best-in-Class Solutions

Investment Geared to Business Growth

Integrated Customer Care

Scaleable Low-Risk Solution

Leading Edge but Proven Technology

Integrated Performance Measurement

Critical IssuesResponses


Typical Communications Business Development Phases

Phase• Phase 1 - Launch

– Single Solution Procured– Rapid Deployment Required

• Phase 2 - Growth– System Capacity and Performance Constraints– Diverse Applications Implemented

• Phase 3 - Replacement– System Becomes Uneconomic to Continue to Scale

and Enhance– Replacement Systems Selected and Commissioned

• Phase 4 - Integration– Large-scale Integration and Re-Engineering Required

to deliver Business Synergy• Phase 5 - Support 4 - Integration

– Upgrades, ongoing, maintenance (in-house)

Issue

Raise Capital

Profit per

subscriber

CashFlow

Return on

investment

Differentiation


The CESA Solution and Its Impact on the Business Development Phases

CESA Development Phases

Phase 1 - Launch Integrated solution

procured Rapid deployment

Phase 2 - Growth Utilize additional

features of system Scale hardware Additional licenses

procured More sophisticated

performance measurement deployed

Phase 3 - Support Upgrades, on-going

maintenance supported by vendor partners

Phase 1 Phase 2 Phase 3 Phase 4

$

Typical Investment

CESA Investment

Phase 5

Typical Development Phases

Phase 1 - Launch Single Solution Procured Rapid Deployment

Required Phase 2 - Growth

System Capacity and Performance Constraints

Diverse Applications Implemented

Phase 3 - Replacement System Becomes

Uneconomic to Continue to Scale and Enhance

Replacement Systems Selected and Commissioned

Phase 4 - Integration Large-scale Integration

and Re-Engineering Required to deliver Business Synergy

Phase 5 -Support Upgrades, ongoing

maintenance (in -house)


A Complete Enterprise Architecture for Communications Businesses

Reference Data Model

Best-in-Class Product Set

DataWarehouseData Model

CurrentSystems

Pre-Integrated

forQuickStart

InterfaceDefinition

Organizational Build and Business Process Model

Full MISCustomer Care andProvisional billing Billing

Oracle Implementationand IntegrationNew Process Established

Implementation Service

Integrated Performance Measurement Framework

Pre-integrated System Solution


Organizational Build and Business Process Model

= In Scope

Customer Value Chain

MarketIdentification

MarketIdentification Product

ManagementMarketing Sales

Service Delivery

Service Assurance

BillingContactManagement

MI PM MA SS SD SA BI CC

Network Management Value Chain

Plan Network

DesignNetwork

Construct/ConfigureNetwork

ServiceGeneration

TestNetwork

Managethe

Network

ManageNetworkPerformance

PN DN CN SG TN MN MP

Manage HR

Manage Finance Plan & Govern Business

Manage Supply Chain

Business Operations Process

Maintain External Relationships

P

EMS

MF

HR

Deploy and Manage IS / OutsourcingD


Integrated Performance Measurement Framework

Customer Value chain

Market Identification

Product Management

Marketing Sales Service Delivery

Service Assurance

BillingCustomerContactManagement

Product Definition

Product Planning

Product Development

Product Deployment

Product Tracking

Product Retirement

Market Research & Analysis

Customer Segmentation

Product Segmentation

MarketStrategy Development

CampaignManagement

Prospect Management

Pricing & Packaging

Channel Support

Customer Management Reporting

Sales Strategy Definition

Channel Management

Account Planning

Selling

Sale Close

Customer Winback and Retention

OrderFulfillment

Service Provision

Customer Management

Customer Queries

Contact Management

Trouble Management

Upselling and Cross-selling Management

SLAManagement

InternalReporting

Regulatory Reporting

Usage Collection

Rating

Bill Calculation

Bill Rendering

Payment Processing

Debt Processing

Settlement Billing

Payment Processing

Debt Processing

Inter-Connect Billing

Turnover growth

Profit Margin

Tax Rate

Working Capital

Fixed Rates

Cost of Capital

Growth duration

Cost per line installed

Cost per line serviced

Interconnection cost

Overhead/employee

Cross-subsidy mobile handsets

Fixed line penetration

Cellular coverage Digitalization /ATM projects

Subscriber / Base station

GDP growth

Market Growth

Market share

Tariff plans /Regulation

Churn rate

Value Drivers

Typical Measures / Micro-drivers / projects

(Solution to contain set of pre-developed value reports)


Applications implementing the Customer Value Chain in the Demonstration


ProductManagement

Marketing Sales Service Delivery

Service Assurance

BillingCustomerContactManagement

MI PM MA SS SD SA BI CC

MI-1 Market Research & Analysis

MI-2 Customer Segmentation

MI-3 Product Segmentation

PM-1 Product Definition

PM-2 Product Planning

PM-3 Product Development

PM-4 Product Deployment

PM-5 Product Tracking

PM-6 Product Retirement

MA1- MarketStrategy DevelopmentMA2- Campaign ManagementMA3- Prospect ManagementMA4- Pricing & PackagingMA5- Channel SupportMA6 - Customer Management Reporting

SS1- Sales Strategy DefinitionSS2- Channel ManagementSS3- Account PlanningSS4- SellingSS5- Sale CloseSS6- Customer Winback and Retention

SD1- Order FulfillmentSD2 - Service Provision

CC1- Customer Management

CC2- Customer Queries

CC3- Contact Management

CC4- Trouble Management

CC5- Upselling and Cross-selling Management

SA1-SLA ManagementSA2- Internal ReportingSA3- Regulatory Reporting

BI1- Usage CollectionBI2- RatingBI3- Bill CalculationBI4- Bill RenderingBI5- Payment ProcessingBI6- Debt ProcessingBI7 - Settlement BillingBI8- Inter-Connect Billing

Application Integration:VantiveGenevaOracle Apps.

11


Systems Impact on the Value Chain

Mediation deviceMediation device

Trouble Ticketing

Trouble Ticketing

Work Flow ManagementWork Flow Management

Order Processing

Order Processing

Automatic Call Distribution/CTIAutomatic Call Distribution/CTI

UsageRating

UsageRating

AccountsReceivable

AccountsReceivable

‘network’ Inventory‘network’ Inventory

Service Provision.

Service Provision.

Work ForceManagement

Work ForceManagement

ProspectManagement

ProspectManagement

Service LevelAgreement

Service LevelAgreement

DataWarehouse

CustomersInventoryProducts

IntegratedBilling

IntegratedBilling


Sales Service Delivery

Product Development

Marketing Billing Customer Care

Service Assurance

Trouble Ticketing

Trouble Ticketing

VRUVRU

Data W’hse- customer seg.- product seg.


Data W’hse- what ifs- customer anal.- product anal.- unit anal.

Data W’hse- what ifs- customer anal.- product anal.- unit anal.



Data W’hseAccess

Data W’hseAccess

Network ManagementNetwork Management

Support SystemsSupport Systems

Sales ForceAutomation

Sales ForceAutomation

PricewaterhouseCoopers

An Integration Architecture and Preferred Vendor Product Set

Single CSR user interface Single point of order

entry Use workflow engine

(Vantive) to support / CSR process

Single technology platform

Utilize standard APIs Built upon generic /

reusable integration where achievable

Integrated Design Principles

Customer

Field Service - Customer ContactCall Center - Trouble Ticketing

- Vantive-

ProvisioningFraud

Dat

a W

areh

ousi

ng-

Ora

cle

App

s Sales & Marketing- Vantive

Network Management

Mediation

Pointof Sale

Billing

- Geneva

Business S

upport - O

racle Apps

Integration

Within scope of demonstration

Outside scope of demonstration


Core Application Architecture of CESA

InternetAccess

PaperAccess

VoiceAccess

Call Centre

CUSTOMERS

Customer ManagementSupport Applications

BillingData Warehouse

Procurement Finance AssetManagement

ProjectAccounting/Mngt.

HR

ABCAnalysis

CustomerAnalysis

Business UnitAnalysis

ServiceCentre

MIS Marketing

WORK FLOW

Sales andMarketing

Field Service CustomerContact

Call Rating InvoiceCalculation

Invoice Rendering

Common User

Interface

DataCollector

DataCollector

NetworkManagement

Centre

NetworkManagement

CentreFraud

Management

Fraud Management

DataCollector

DataCollector

Customers InventoryProducts

Integrated data repository

CDR Mediation & Service ProvisioningCDR Mediation & Service Provisioning


A Proven Implementation Approach

Design/Build Integrate Implement

Technology Technology InfrastructureInfrastructure

Project Project Management Management MethodologyMethodology

Applications Applications ImplementationImplementation

HProject Management

AProject Scoping and Planning

BEstablish Technical Strategy andDevelopment Structure

CData Planning

ISupport Development and Establish Production Infrastructure

QMaintain Technical Infrastructure and IT Readiness

OCutover Planning

RSystem Integration Testing

TExecuteCutover andRollout

UImplementationSupport andRefinement

KCustom Code Design and Build

JData Conversion Management

GTransition Management

FOrganizational Dynamicsand Impact Assessment

ETeam Training

NOrganization &Facilities Design

PUser Procedures and Training Development

STraining Delivery

• Manage Communications• Secure Commitment to Change• Build Teams and Transfer Skills

MSecurity and Controls

DProcess Analysis

LProcess Design and System Prototyping

Organizational Organizational ChangeChange

Business Process ChangeBusiness Process Change

Integrated Multi-Track ApproachIntegrated Multi-Track ApproachAnalysis

G Transition Management


A Flexible Implementation Approach

Established Telco (Possible new business venture)

Contractsigned

1 Month 4 months 11 months7 months18 months -24 months

FullEvaluateionand Legacy

system

Customer CareFull Legacy Data Migration

Full MISFull

OperationalDelivery

Billing

Oracle Implementation and Integration

CustomerProcess Review

New CCProcess

Full Business Process Change

Contractsigned

10 months - 12months

Full MISCustomer Care andProvisional billing

Greenfield LicenseAwarded

Billing

Oracle Implementationand IntegrationNew Process Established

3 months 6 months

4 months

Pre License Award

9 months

InitialContract

License awarded2.5 months 5.5 months

ProcessModel andTechDesignAgreed

ProcessTraining

andDelivery

Customer Care

Billing

Oracle Implementation and Integration

New process established

Full MIS

1 monthFullContract

PwC/ Oracle TeamEstablished


The largest telecommunications provider in Switzerland

A joint venture between BT, Viag and Telenor.

Dolphin Telecommunications - the UK's first commercial licensee of the newly emerging Tetra PMR standard.

A global voice over internet protocol operator

The second fixed telecoms network in Spain

Successes to date

CESA: The Communications Enterprise Solutions Architecture


Customer Relationship Management

Why CRM Is So Important Today? Why CRM Is So Important Today?


The Search For Competitive Advantage

Compete on Compete on Market ShareMarket Share

Compete on Compete on Quality and Quality and Lower CostsLower Costs

Compete on Compete on Customer Customer RelationshipsRelationships

An organization’s ability to understand and deliver (near) real-time on consumer interests, needs & expectations will drive competitive advantage

70’s 80’s 90’s

Source of Competitive

Advantage

00’s

…. enter the web


Customers Have Become Very Demanding

Brand and product focused Retail and channel focused Customer focused Customer driven

Process

Hierarchical Distributed Flat Empowered

Technology

Transaction Processing

Management Info. Systems

ERP and Back Office Automation

Front & Back Office Integration

Product-based Functional & Business Unit Silos Segment-basedStreamlined

Organization

Documents

An Integrated Approach to Billing, Call Center and Customer Relationship Management A Discussion Document August 31, 2000