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Billing and Product Catalog for Bundled Offering
Session Number 3577A
Teresa Jacobs, VP Data Warehouse and Business Intelligence, CenturyLink
Arvind Sathi, Lead Architect Information Agenda, IBM SWG
2
Service Providers are moving through a complex mult i-phase transformation. Customers are buying services and devices not conne ctivity technology. The LOB definition will become aligned to the market vs . the networks.
Phase 1 Independence
Phase 1 Independence
Wireline
Wireless
Broadband
Satellite
� LOB specific ordering� Network siloed by
service� Customers know what
they want
Phase 2 Bundles Phase 2 Bundles
� Same as Phase 1 with added process and function to collect the bundle details
Phase 3 Interdependence
Phase 3 Interdependence
� Phase 1 &2 plus cross product validation and selling
� Single brand emerges, customer view of order
Wireline
Broadband
Phase 4 Service Driven
Phase 4 Service Driven
Voice� Wireline� Wireless� VoIP
Video� Satellite� IPTV
�Program.�Games
� VDSL
Internet� DSL
�Games� Dial
� Re-orient ordering to respond to customer needs vs. SP products
� Introduce option for consultative selling
� Third party services
Phase 5 ConvergedPhase 5
Converged
� Decouple the network from the service
� Device / Transport
Services� Voice Service� Television � Internet
Services� Games� Security� Calling Card
Transport
Wireless
Satellite
IP Services �VoIP�IPTV
Wireline
Broadband
Satellite
Wireless
Devices
33
How many product catalogs should you keep?
Customer
Billing
Network 7
36
2
5
4
1
Area Descriptions
1 The catalog from the point of view of the customer.
2 The catalog from the point of view of billing. Includes unit rating, and all pricing, taxing and discounting rules.
3 The product from the point of view of network including provisioning and fulfillment. Building blocks for functional products.
4 Product information in customer product and orders, as information is conveyed from order entry to provisioning.
5 Product information for communication with billing system.
6 Network information conveyed to billing, including traffic, mediation and third party feeds to billing.
7 Profitability view. Matching of Customer, Revenue and Costs to determine product and customer value.
Major Product Catalogs
Typically, telecom service providers have between 5 0-100 product catalogs covering the above 7 functional areas across multiple geographie s and merged entities. However, an enterprise customer may seek a solution across many of these regions requiring enterprise-wide product catalog synergies . The target architecture must include the total numb er of target product catalogs as well as the strategy for federation across these catalogs – standards, centralization vs. federation, synchronization mechanism. The roadmap must specifically address how the other catalogs will be capped or decommissioned.
Typical Business Challenges Associated with MDM
Resulting Business Problems
• Trusted information is not available when & where needed
• Inflexibilities make the business slow to respond t o changing requirements
• Cost of managing IT is too expensive
• The full value of information is not being leverage d
– Inability to understand the value of the customer
– Inconsistency in product data across systems – slow time to market
– Missed revenue opportunities
– Inconsistent customer service across channels – poor customer satisfaction
Typical Business Drivers Associated with MDM
Improve strategic decision making &
business agility
Improve customer service and
customer intimacy
Comply with regulatory
requirements and reduce risk
Enter new markets, introduce new
products, gain new customers
Lower operational costs
Cross-sell & Up-sell
Master DataManagement
4 Primary DriversSample Business Objectives
6
Revenue as a Business Driver for MDM
• Identify cross-sell, up-sell opportunities
• Customize product offerings and bundles
• Introduce new products quickly
• Identify high value customers
Revenue
Compliance
Agility
Cost
Benefits
7
Agility as a Business Driver for MDM
• Consolidate data from silos
• Integrate new systems quickly
• Meet demands of new business channels
• Grow with the business
• Identify key relationships and hierarchies
Revenue
Compliance
Agility
CostBenefits
8
Cost as a Business Driver for MDM
• Automate manual business processes
• Reduce data errors
• Eliminate excess mailings
• Identify risk (credit)
Revenue
Compliance
Agility
CostBenefits
9
Compliance as a Business Driver for MDM
• Reduce risk
• Control access to data
• Adhere to SOX regulations
• Manage customer privacy preferences
Revenue
Compliance
Agility
CostBenefits
A Case StudyA Case Study……
• Who is CenturyLink?
• Improving the Customer Experience with Data
• Case Study
� Business Drivers
� Approach
� Architecture – Pre & Post
� Results
� Program Summary
11
Third largest telecommunications company in the U.S.
Broadband, voice, wireless, and advanced
entertainment services under the CenturyLink Prism
TV and DIRECTV brands.
Data, voice, and managed service to business,
government, and wholesale customers.
Customers range from Fortune 500 companies to
families living in rural America.
Headquartered in Monroe, LA and is included among
the Fortune 500 list of America’s largest corporations.
Who Is Who Is CenturyLinkCenturyLink ??
CenturyLinkCenturyLink Is An Industry Leader!Is An Industry Leader!
12
Pro forma 2011 annual revenues of $18.5 to $18.8 B*
� 15.1 million access lines
� 5.4 million broadband customers
� 1.7 million video customers
� 210,000 route mile national fiber network
Committed to being broadband leader in markets.
Global leader in managed hosting and
cloud services through Savvis, a
CenturyLink company.
* Pro forma for FY2011, including purchase accounting adjustments
HIGH IMPACT PROJECTS
Improving the Customer Experience with Data:Improving the Customer Experience with Data:
Integrated Customer Data for IVR
Usage Analyticsfor Revenue Assurance and Fraud Detection
Cost / Profitability Analytics
Product Catalog for Ordering & Billing
CenturyLink embarked on many projects which use
customer and product data to…
Improve the Customer Experience
Improve Operational Efficiencies
13
Integrated Desktop for 360 View of Customer
o
Product Catalog Product Catalog –– Business DriversBusiness Drivers
14
Business Symptoms…
- High Average CallHandling Time
- Long TrainingCycle Time
- High Percentageof Order Fallout
- Low Net RevenuePer Call
- High Rate ofEmployee Churn
- Slow Speed to Market
Primary Causes for Key Symptoms
Required Capabilities( War Room Staring Point)
Multiple Systems per Business Function
Bill Explanation Difficult & Lengthy
Product / Promo Info Difficult to Access
Bundled Quotes Manually Calculated
USOCs & FIDsExtremely Complex
Bill Charges Mismatch Charges Quoted
Multiple Product Catalogs
Easy Access to Current Promo Info and Competitive Marketing Data
Accurate Quoting for Products, Product Bundles, and Discounts
Increased Speed to Market for Product Introduction
English-Based
Product Offers
Easy Ordering
Process with Minimal
Key Strokes
Previous Architecture:Previous Architecture:
Input InterfacesInput Interfaces
Service OrdersService Orders BillingBilling 3rd Party3rd Party TollToll BillingBilling
TaxingTaxing Journal InterfaceJournal Interface
Discounting InterfacesDiscounting Interfaces
AccumulationAccumulation
DiscountingDiscounting
Call Center Order
Call Center Order
Call Center Order
Call Center Order
Rate QuoteRate Quote
OnlineOrderOnlineOrder
Partner Order
Partner Order
Bill Period Determination
Bill Period Determination
Prorationof MCRsProrationof MCRs
CDE Bundled ServiceCDE Bundled Service
CDE
CDE Databases
=1. Input Interfaces are Hard Coded and Multiple instances exist for the various inputs.
2. CDE had 11 outages in one year due to rule complexity beyond its design characteristics
3. CDE ran on the mainframe and was difficult to maintain due to late of tools in that environment.
New Architecture:New Architecture:
Service OrdersService Orders BillingBilling 3rd Party3rd Party TollToll BillingBilling
TaxingTaxing Journal InterfaceJournal Interface
Call Center Order
Call Center Order
Call Center Order
Call Center Order
Rate QuoteRate Quote
OnlineOrderOnlineOrder
Partner Order
Partner Order
Bill Period Determination
Bill Period Determination
Prorationof MCRsProrationof MCRs
CDE Bundled ServiceCDE Bundled Service
CDE Engine
(Selectica)
CDE Engine
(Selectica)
Threshold ValidationThreshold Validation
MDM4PIMMDM4PIM
Micro WFMMicro WFM
AggregationAggregation
Discount QualDiscount Qual
Discount AppDiscount App
ProrationProration
Output InterfaceOutput Interface
Bill FormattingBill Formatting
Allocation Journal Interface
Allocation Journal Interface
Accumulator (ETL) - Informatica ETL Rules
Services
NEW CDE
CDEPortalCDE
Databases
- Restructured Services
- Off The Shelf Software
- New Services / Rules
2010 2011Before
# of Promos… 470 600
Increased Capacity for More Promos!Increased Capacity for More Promos!
49
A story ofA story ofA story ofA story of…………
IT Delivers Direct (and dramatic) Benefits to the Bot tom LineIT Delivers Direct (and dramatic) Benefits to the Bot tom LineIT Delivers Direct (and dramatic) Benefits to the Bot tom Line
Rules Generation ApproveDefine
Fast Track Implementation
Research / Analyze / Monitor
Release Based Implementation
COBOL DB2
New Rules Engine / CDE Simulator Add New Rules Engine / CDE Simulator Add
MDM
Selectica
Java
Oracle
Research / Analyze / Monitor
CDESimulator
90% of Promos Went Here
10%
Increased Fast Track Throughput,Increased Fast Track Throughput,
90%
10% of Promos Here Now
Avg Cost Per… 92%decrease
$$$$
Decreased Decreased AvgAvg Cost Per Promo!Cost Per Promo!
76%decrease
Avg Cycle Time Per (In Weeks)…
60%decrease
Decreased Decreased AvgAvg Cycle Time Per Promo!Cycle Time Per Promo!
X X X X X X X X X XX X X X XX X X X X
50%decrease
Program SummaryProgram Summary: Significant Business Value: Significant Business Value
INCREASING VALUEINCREASING VALUE
21 | 21 |
Requirements for Implementing Data Governance
Data Governance is a critical component of an MDM progra m.
Active, Committed Champions
Cost Savings
Faster Development Time
Accurate Reporting
Reusable Component-Driven Development
Process
Business Processes Information System Processes
Data StewardshipOrganization
Benefits
Data ManagementOrganization
Data GovernanceData Governance
Data Governance – Critical Success Factors
Capable Implementation
Ownership
Leadership
• Executive Support & commitment to transforming actions
• Committed resources• Managed expectations
• Clear accountability and commitment to resolve data issues
• Measurable results• Appropriate level of involvement• Recognition of data as a corporate
asset
• Support cross company stewardship community
• Tools• Skills and training• Support processes and technology
Critical Success Factors
Product Information Management - Reference Architecture
Design Operations Analysis
Workflow ChangeConsole
ActivityMonitoring
Dashboard
DiscountingEngine
ConfigurationEngine
ProductData
ProductRules
AnalyticsEngine
Modeling /Simulation
Reporting
Feedback Loop
DataModel
Discovery ETL
MatchingCleansing
ChangeManagement
Internal / External Sourcing
Customer
Billing
Network 7
36
2
5
41
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© Copyright IBM Corporation and CenturyLink 2011. All rights reserved.
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