comviva cs managed services v1.0

T rans formational V A S Management Case Study: Comviva’s Managed VAS Services

In a globally unprecedented move, in January 2009, Airtel Lanka outsourced the responsibility of its complete value added services portfolio to Comviva. Working in close collaboration with the operator, Comviva is aiding the operator build, manage, operate and grow an efficient and well-performing VAS business, which currently contributes about 13.5% to the operator’s overall revenues

Transformational VAS M 2 Comviva Technologies Ltd.

Accelerated Growth Bharti Airtel, a leading global integrated telecom services provider offering

services in 18 countries across Asia and Africa, launched operations in the

Sri Lankan market in January 2009. For Airtel Lanka, as the fifth entrant to

the marketplace, the ability to create meaningful brand differentiation was a

critical growth imperative for the operator

Airtel Lanka identified value added services as the central element of its

competitive

strategy.

This entailed

implementation

of scalable, on-

demand

business

models with a

high degree of

built-in

responsivenes

s to meet

constantly

expanding

consumer

demand for new services.

Prevalent VAS business models, wherein the operator is predominantly

responsible for sourcing, deploying, integrating, managing and marketing of

value added services, however, were ill-suited to meet the operator’s goals.

The model tended to be capital-intensive, did not provide the operator the

requisite flexibility to introduce services in line with rapid changes in the VAS

marketplace and entailed high operational overheads, which divert focus from

core marketing and brand building activities, important for an entrant to a

competitive market place.

Airtel has been a pioneer in the telecom outsourcing in 2004 when it handed

over management of its IT and network to IBM and Ericsson respectively, to

focus on core marketing activities. . Taking a leaf from the resultant benefits

of outsourcing the network, in an unprecedented move, Airtel Lanka adopted

a radically new VAS business model to improve market competitiveness. The

operator decided to entrust responsibility of its complete VAS operations to

Comviva - an established, reliable and proven VAS infrastructure provider

with over 10 plus years of expertise in VAS deployments.

Net Additions Growth Rate

Source Wireless Intelligence

Key Highlights

Managed V AS S ervic es involves

governed trans ferenc e of operational

res pons ibilities inc luding des ign and

planning, integration and

deployment and applications

management to a trus ted third party

Supports brand differentiation via faster time to market, greater

innovation and service excellence – driving VAS revenues

Eliminates complexity of managing fragmented services from multiple

partners – by providing a single point of contact for all vendors/partners Allows rapid and cost- efficient

deployment of next generation services by converting fixed costs into variable costs

Improves decision making by giving the operator access to vendor

insight on emergent technologies and customer expectations

Manage financial risks – with predictable and balanced operational and capital expenditure, whilst

clearly defining commercial terms that are tied to adherence to key performance indicators

Sharpens management focus on

customers and core business


The collaboration with Comviva provided Airtel Lanka with an undeniable

competitive advantage. In the first twelve months of operations, Airtel Lanka

emerged as the fastest growing operator in the marketplace, acquiring

approximately 2 million subscribers. Further, a compelling portfolio of VAS

has ensured that , VAS penetration grew to 68% in a 5-month timeframe.

Currently, VAS contributes about 13.5% to operator’s overall revenues,

higher than the regional average of 10%

Challenges Airtel Sri Lanka launched services in January 2009, the newest and the fifth

entrant in the Sri Lankan mobile market. In a reasonably mature and

saturated market, where network quality and coverage are a given, the

operator embraced a services-centric business model to differentiate services

brand and drive growth.

The VAS services marketplace, however, posed several challenges for the

operator. Consumers wish to be in control, have widened choice and expect

speed, variety, and innovation in the services offered to them by the service

provider. Conventional VAS business models where the operator manages

the entire VAS ecosystem internally were found to be ill equipped to meet

demands of the consumer-driven services ecosystem effectively. Designed to

cater to the first generation push-driven services models, wherein operators

offer a relatively narrow range of broad-appeal services, existent business

models requires extensive efforts to develop, launch and market with

increasing time-to-market as well as cost overheads . The built in challenges

include:

Protracted Time to Market

Against a market background of strong competition and the need to

differentiate services effectively, the operator’s demands for flexibility were

twofold- innovate and implement services quickly to capture new customer

segments and respond with agility to market development and technology

evolution. VAS services typically have a short lifetime and operators need to

continuously innovate and differentiate VAS services portfolio . The novelty

factor can place the operator ahead of competition and improve market

share. However, current business models, wherein the operator needs to

devote significant resource in assessing applications, negotiating

agreements, integrating applications and measuring performance of

applications, extends the concept to market time and adversely impacts

overall competitiveness.

Sri Lanka Key Indicators

Population, total (millions)

20,156, 204

Wireless Subscribers

15,445,757

ARPU

USD 2.61

GDP per capita, Atlas method (current US$) )

USD 1972 Source: World Bank

Mobile Subscribers Sri Lanka

Net Additions Growth


Sub-Optimal Cost Structures

The high-volume services model, wherein operators need to constantly

launch new services places tremendous pressure on the operator to maintain

strict control over CAPEX and OPEX levels and improve business process

efficiencies to ensure a sustainable business model. Prevalent business

models built around license, maintenance fee and in-house operations meant

high initial Capex and sustained ongoing Opex costs. Due to high and

unpredictable growth, operational efficiency optimization and economies of

scale were difficult to achieve while undertaking rapid deployment of a large

number of services and catering to subscriber growth at the same time.

Variable Service Experience

Customers demand a uniform experience across multiple services. .A complex “multi-vendor environment” brings with it widely varying policies,

processes and approaches that affect governance and service management.

In the current VAS management models, the operator typically has

contractual node-level SLAs with each supplier. These SLAS do not

guarantee a uniform experience in event of in the event of multi-node, multi-

path and multi-bearer service transaction flows. For instance, a mobile

recharge service transaction initiated by the customer is routed via the

SMSC, USSD or the WAP Gateway to the Recharge System which in turn

interacts with the IN and routes the response via the access channel selected

by the customer. The transaction needs to be completed in a certain time

frame, usually 3-5 seconds. Current SLA –driven per node service

management models however do not provide a mechanism to monitor the

overall service path, which reduces service quality and impedes the efficiency

of end-to-end service delivery.

Wide Competence Gap To cater to a multi-services environment that is changing quickly, the

operator needs to collaborate with a diverse and growing number of third

party providers from other sectors. For instance, today the mobile and

banking, healthcare, entertainment and media industries are converging to

offer a range of convenient, lifestyle services to consumers. The growing

complexity of these services adds up to a substantial competence need,

requiring a global resource pool of experts who bring in not only product and

domain expertise but also experience in cost-effective service delivery.

Having an optimal mix of expert resources, which maps to business demands

is impossible without incremental cost implications.

What is the breadth and quality of

V AS s olutions and related

operations experienc e that the

Managed V AS S ervic es partner has ?

What is the level of c omplex s ys tems

integration expertis e and program

management c apability does the

partner have?

Does the partner have experienc ed

in-hous e des ign, planning and

engineering capabilities in the V AS

domain?

C an the partner offer an end-to-end

s olution: infras truc ture, hardware,

applications , operations , etc .

through a managed partner

ec os ys tem whic h is s calable?

What levels of s ec urity c an be

provided?

What are the capabilities on network

and s ervic e layer management?

What kinds of training s ervic es can

be made available?

Vendor Selection Questions


Poor Risk Management

In a consumer driven VAS economy, the operator needs to maintain a richer

portfolio of services and constantly faces choices: which services to deploy

for which segments – and with each choice entails risk. Further not all

services would be successful and understanding the opportunity cost

associated with each decision requires due diligence and analysis. Current

business models however offer limited risk sharing options and there is a

high risk of being saddled with under-performing assets

Diluted Business Focus The current business environment for VAS services places a heavy emphasis

on managing multiple players and services in the VAS ecosystem. The

issues surrounding sourcing and integrating content and services, and

refining agreements take considerable time of the business as well as the

management agenda, compromising the operator’s ability to focus on

business issues.

The bottom line was that in order to profitably take advantage of end user

demand and willingness to pay for converged, blended services, Airtel Lanka

needed to adapt a radically new business model to streamline VAS

management to speed up innovations service delivery, streamline operations

enhance service experience and improve overall financial performance.

Transformative outsourcing models such as Managed VAS wherein Airtel

transfers complete responsibility of end-to-end management of its multi-

vendor VAS network could help address these imperatives.

Drivers for Managed VAS Services

Source Comviva

Operators should have a clear detailed bus ines s plan to detail the s c ope

E ffic ient governanc e organizations

s hould be es tablis hed, ens uring good

operator c ontrol whils t providing

s uffic ient freedom s o as not to hinder

the realization of full bus ines s value

for both parties

T he operator s hould ens ure that the

Managed V AS S ervic es provider (MS P )

has c ons iderable human res ourc es

expertis e

MS P s hould demons trate a drive

towards s tandardized s ervic es to

ac hieve a s us tainable s olution for the

operator

It is c ruc ial that the operator s elec ts a

MS P with extens ive knowledge of the

operator’s c us tomers

MS P mus t demons trates c ompetenc e

in not only V AS areas but als o telec om

network areas

Vendor Selection Recommendations


Managed Services: Driving Top Line Growth Airtel Lanka after a rigorous, due diligence process selected Comviva

Technologies as its Managed VAS partner for the following reasons:

• Strong VAS domain expertise with over 10 plus years of experience in

multi-technology, multi-vendor VAS environments and a track record of

deploying solutions in 120 networks across the globe

• Strong understanding of emerging market operator reflected in experience

of developing, deploying and delivering end -to -end integrated VAS

solutions for 100 plus networks in emerging markets

• Global VAS Operations Center (VOC) for service monitoring and uptime

• Established practices and processes in service delivery, network

operations and human resources, including skills mapping and change

management.

The multi-year deal entrusts responsibility of complete VAS operations to

Comviva. The Managed VAS Services model supports operator brand

differentiation by enabling faster time to market, greater innovation and

service excellence to drive VAS revenue growth. Further Airtel Lanka is able

to focus on core competitive advantage – namely managing the customer

base as well as managing the marketing mix to ensure a satisfied and loyal

customer base. Comviva Managed VAS Services provides a standardized

three tier framework for outsourcing VAS which includes:

Managing VAS Ecosystem Planning & Design

The emergence of multiple technologies and standards for VAS implies

significant effort in designing and building a scalable, high-performance and

cost-efficient VAS network. Comviva manages the end-to-end VAS network

and platform design which includes solution architecture, sourcing, planning,

provisioning, integration and management.

A key aspect of the Managed Network component is to integrate, wherever

possible, the VAS products/applications into a seamless architecture, which

is best, suited for operations, maintenance, management, and also business

needs and business models of the future. Optimal VAS network design

principles adopted by Comviva for Airtel Lanka include a platform-based

approach to VAS service delivery and management, which leverages a set of

common functional blocks that can be shared across multiple services

running on the network. The shared capabilities implemented on the network

to support the execution and management of value-added services on the

operator’s network include Common Application Enablers, Common Service

Managed VAS Sub-Components

Managed Network

• VAS Architecture and Planning

• VAS Sourcing

• VAS Integration and Deployment

• VAS Consulting

Managed SLAS

• Service Management Operations

• Service Support

• Service Monitoring

• Security Management

• Back-up Management

Managed Capacity

• Capacity Monitoring

• Capacity Upgrades

Managed Revenues

• Revenue Share Agreements

• Revenue Reconciliation and

Settlement

• Revenue Reporting and Analytics

• Revenue Enhancement

o Subscriber Segmentation

o Targeted Promotions

• Business Enhancement

o New feature addition in

line with current trends

o Pricing Strategies

o Competition Analysis

o Market mapping


Provisioning and Charging, Common, User Handling and Common MIS

Managed SLAs Under the collaboration arrangement with Comviva, Airtel Lanka specifies the

SLAs to be achieved, based on clear business priorities and keeping in mind

the implications for the network, infrastructure and operational requirements –

and end user service requirements. In accordance with contractual service

level benchmarks, Comviva implements processes and tools to manage,

maintain, measure and monitor all service aspects related to connectivity,

performance, and availability to deliver the expected high quality of VAS

services.

Managed Capacity

Comviva proactively monitors and tracks capacity utilization across multiple

VAS nodes and scales the capacity of the components delivering the service

in-time to meet the growing demands. For example, in the event the operator

deploys a new SMS-based service, there may be a need to upgrade SMSC

capacity to handle the additional traffic load efficiently. Comviva’s Managed

Capacity services alerts the operator in time to enable the operator to acquire

additional system capacity on an on-demand basis. As a result, Airtel Lanka

benefits from optimization of cash flow and capital employed

Managed Revenues

Managed Revenue Services include a complete suite of marketing services

such as analytical support, customer intelligence, promotional drives, and

loyalty campaigns to drive service usage and revenue growth. In addition,

third party partner reconciliations and contract management delivers clear

opportunity to the operator’s teams to focus on the core product

conceptualization and marketing activities.

“The partnership with Comviva for

Managed VAS Service provides us

a distinct completive edge in the

dynamic marketplace. Our service

rollout rate is faster than

competition and significantly, we

are able to achieve this at a lower

cost ratio. We are successfully

running operations for a 2 million-

customer base with a 3-person in-

house VAS marketing and

operations team”

Vidur Ratan

Director VAS Operations

Airtel Lanka

Client Speak


Market Launch In January 2009, Airtel Lanka launched operations with a compelling portfolio

of VAS services. By outsourcing the management of VAS services to

Comviva, the operator succeeded in launching the network and allied

services within a period of 5 months, the fastest network launch in the region.

The speed of service deployment was crucial to gain fast market entry and to

deliver the predicted financial results.

Currently, Comviva manages 41 VAS services which service over 2 million

plus mobile customers. Of these 41 VAS services, Comviva provides 30

services, with the remainder provided by third party VAS providers.

Partner-friendly Ecosystem By entrusting the end-to-end management of the complete suite of services

to Comviva, Airtel Lanka could exploit Comviva’s significant expertise in

deploying, and managing innovative VAS and support services. The partner

and the ISV ecosystem were engaged from the beginning with collaboration

goals shared among all.

Key Go-to-Market Achievements

Source: Comviva

Management and s takeholder level

buy-in on the c oncept and belief in

the immediate and long term

benefits .

A c lear bus ines s plan with objec tives

and expec tations from the s c ope of

the engagement

C o-developed and effic ient

governanc e organization to ens ure

healthy c ontrol whils t providing

s uffic ient freedom s o as not to

hinder the realization of full bus ines s

value

R elevant domain experienc e bac ked

by adequate human res ource

c ompetenc y and s trength

E s tablis hed and demons trated

proc es s es and practic es to render

s us tainable and s tandardized

s ervic es

E xperienc e and expos ure to end

c us tomers of the operator

S ound financ ial s trength and

bac king to manage and deliver on

long term partners hip engagement

Service Management


Managed VAS Process A high-performance governance process ensures partnership objectives are

met on on target. Comviva’s Managed VAS outsourcing model has a clear

governance structure defined in collaboration with Airtel Lanka. The

governance model was designed to:

• Set expectations, goals, and measurement methodologies. In conjunction

with the operator, Comviva established a well-defined process of rewards

and penalties which are mapped against agreed key performance

indicators (KPI)

• Expectations, goals, and measurement methodologies - Comviva has a

well-defined proprietary process rewards and penalties KPI process

• Form project and governance teams to monitor the performance of

services closely. Comviva’s Managed Services Operations team and

Airtel Lanka Technical Operations and Marketing teams conduct weekly

meeting to map services progress, refine goals and resolve issues if any

• Establish clear accountability and provides an escalation path for issue

and dispute resolution.

• Leverage emergent technologies to keep pace with customer demand for

new services and drive revenues. Comviva and Airtel Lanka draw bi-

Figure 6: ISV Engagement

Source: Comviva Internal Research

Vendor Product Comviva Lifestyle Solutions

(Content Management

System, Video Voting,

RBT, Music on demand,

MCA, Voice Portal, Voice

SMS, Dating Portal,

Integrated Call Manager)

Messaging (USSD, Bulk

Messaging IMPS,

Subscription Engine,

Phone Back-Up)

Mobile Business Solution

( Winback System)

Acision Messaging (SMSC, SMS

Gateway, SMPP Proxy,

Campaign Manager,

MMSC, WAP Gateway,

General Billing Gateway

mFormation Device Management,

mFormation DB

Roamware Roaming Replicator

Outreach Messaging

Virtual Home

Environment (Short

Codes and Smart Call

Assistant) Smart

Gateway Location

Register with Inbound

Roamer Traffic

Management System


• annual road maps for new services launch.

• Provide appropriate processes to change the scope and the terms of the

contract, if needed

• Offer a vehicle to strengthen research and development capabilities and

leverage new technologies to help customers solve complex problems in

novel ways. Comviva and Airtel Lanka draw quarterly and annual road

maps for new services launch

• Provide an appropriate process to change the scope and terms of the

contract

A circular flow of information between the three entities — the executive

review council, steering committee and operation team members — ensures

partnership objectives are met on time and on target.

Fig. 7: Managed VAS Services Governance Model


Engagement Models

Comviva offers a range of models to

meet operators’ commercial engagement

preferences for Managed VAS services:

Asset based model

• A fixed monthly charge based on

Asset weightage of the scope to be

managed based on the overall

nodes, hardware and software

numbers and cost

Per subscriber model

• A fixed revenue per subscriber of

the operator depending on the

scope

Per transaction model

• Revenue based on each

transaction performed on the VAS

Revenue share model

• Share of VAS or Overall Revenues

based on the scope and anticipated

overall investment of each partner


Optimized Performance

Accelerated Growth

A strong focus on marketing and brand building backed by a compelling

portfolio of VAS services and a trusted Managed Service framework enabled

Airtel Lanka to make substantial inroads into the telecoms marketplace. The

operator has recorded steady quarter-on-quarter growth in the number of

subscriptions on the network. Within 15 months of the launch, the total

subscriber base crossed the 2 million mark. Further, in Q2 2010, the VAS

penetration (usage of at least one VAS service) was a significant 68% (the

figure excludes person to person messaging).

Fig. 8: Quarterly Subscriber Growth & VAS Penetration


Aggressive VAS Revenue Growth

The strategic partnership with Comviva has helped Airtel Lanka register

healthy top line growth. In the fiscal year 2009-2010, the operator registered

a significant 150% cumulative growth in VAS revenues. The average

quarterly growth was 37%. Currently VAS contributes a healthy 13.5% growth

to overall revenues earned by Airtel Lanka, higher than the regional average

of around 10% observed at most other operators.

Revenue Management Programs

Campaigns undertaken by Comviva to

shore service revenues in April 2010

include:

Gold Coin Promotion: CRBT

contributes an approximate 40% to

operator revenues. In conjunction with

the operator, Comviva launched several

campaigns to shore up service usage.

Gold is a highly valued commodity

among Sri Lankan customers. In May

2010, Comviva launched a gold coin

campaign. Customers who purchased

ring back tones within a certain time

frame would be eligible to win a gold

coin in a periodic random contest. As a

result of this promotion, 110,000

customers were added to the service.

Over 50% of these customers continue

to use the service 3 months later

Try and Buy Subscription Services: A

select base of high ARPU customers

received an offer for 30-day free access

to paid content . At the end of the

month, 40,000 new customers signed

up for the service

Service Cross Sell: Customers who

purchased a Welcome Tone were

allowed to snack on a variety of

subscription –based content for free,

resulting in 10,000 customers signing

up for the service


Assured Service Quality Comviva’s well-established practices, processes and tools for 360-degree

services transaction monitoring guaranteed optimal service quality in line with

contracted service level agreements (SLA). Airtel Lanka and Comviva, based

on the business criticality, have segmented VAS services into two categories

– priority and key - and defined differential service levels KPIs for each of

them. For priority, Category A services, the availability benchmark is set at

99.99% (Four 9s) and for key, category B services; the same is set at 99.9%

(Three 9s).

Cost Savings Between April 2009 and March 2010, Comviva Managed VAS organization

achieved 99% compliance with contracted SLAs. Assured service uptime had

a significant impact on reduction of costs as well as growth of revenues.

Robust and Proactive service monitoring minimized calls to the contact

centre, resulting in significant reduction in contact centre costs. Monthly,

Airtel Lanka receives approximately 3,000 VAS related calls, which translates

into 0.015 calls per customer per year. Further, optimal service quality

enables the operator deliver the best possible customer experience leading

to higher penetration levels for services.

Fig. 9: Quarterly Revenue Growth


Global VOC


Fig. 10: % VAS Revenue Growth

Source: Comviva

Fig. 11: Service Uptime for B categories

Source: Comviva


Rationalizes Opex and Capex

Cost structure optimization is a key source of competitive advantage. The

Managed Services deal with Comviva enables Airtel Lanka to convert a

significant part of capital outlay into operational expenditure. Further the

operator realizes savings via operational efficiencies with reference to several

areas including manpower, hardware, software and hardware and software

costs

C os t C omponent Savings

Manpower Resource Savings

60% compared to competitors in

the regions similar operations

Call Centre Costs 70% compared to competitors in

the regions similar operations

Hardware Optimization 20% for US$1 million Bill of Material

Software Optimization 25% capacity delivered on an on-

demand basis prevents operators

from over or under investments

Service Retirement Costs Almost zero as the same hardware

can be reused for another

application/service


Independent Opinion - IDC

“Comviva and Airtel deal places a

new dynamic into the already

fragmented market of VAS solution

offerings. For mobile and fixed line

operators building out the enabling

infrastructure and relationships to

result in VAS offerings to their

customers, the challenges of

keeping up with customer interests

and motivations are great.

Especially as the network traffic

accelerates with the use of mobile

data through smart phones and

dongles, the operators have a traffic

management problem facing them

as well as the challenges of

monetization. Operators need to

seriously evaluate the variety of

business models and relationships.”

Excerpted from IDC Insight Value

Added Services Suppliers e Evolve,

Elisabeth Rainge, Research

Director IDC


Comviva's registered office is in New Delhi, India and the Head Quarters in Gurgaon (in the National Capital Region of Delhi, India). With R&D centers in Gurgaon, Bangalore and Mumbai in India, Comviva also has a significant presence in the Asia, Africa, Middle East, Europe and US

Sri Lanka Office 86, Maligawatte Road, Colombo -10

Singapore Office

No. 10 Jalan Besar #11-05 Sim Lim Tower Singapore 208787 Tel: +6392 0021 Fax: +6392 0923

South Africa Office

260, Surrey Avenue Ferndale, Randburg 2194 Johannesburg Tel: +27 11 293 0539 Fax: +27 11 293 0555

Kenya Office Grant Thornton, Corner of Brookside Drive and Garden, Westlands, P.O. Box 410, Sarit Centre-00606, Nairobi, Kenya

Ghana Office 36, Mission STR. Ext. Pokua House, OSU

Comviva Regd. Office A-26, Info City, Sector 34 Gurgaon-122001 Haryana Tel: +91-124-4819000 Fax: +91-124-4819777

Mumbai Office Unit No. 1-4, 1st Floor Paradigm Tower Tower B, Mindspace Malad-West Mumbai 400064 Tel: +91-22-40774300 Fax: +91-22-40774333

Bangalore Office #4, 12th Km, Bellary Road Jakkur, Bangalore- 560064 Tel: +91-80-43401600 Fax: +91-80-28565854

Bangladesh Office 21, Purana Paltan Line (4th Floor), Dhaka

France Office Connell Speirs & Associates, 3 rue Leon Jost 75017, Paris (308 196 740) UK Office

Level- 1, Cyberhouse Molly Millars Lane Wokingham RG41 2PX Tel: +44-118-9890144 Fax: +44-118-9793800

Americas Office 1560 Sawgrass Corporate Parkway, 4th Floor Ste B, Sunrise, FL 33323 USA

UAE Office

Executive Suite, Y-43 P.O. Box 9242 Sharjah Tel: +9716 5571337 Fax: +9716 5571449

About Comviva

Comviva is a global leader in providing mobile solutions beyond VAS. With an extensive portfolio of products and solutions that encompass content, commerce and community-related offerings, Comviva enables operators to offer services that enrich mobile users’ lives. Comviva enhances operator efficiencies and revenue performance by adding value at every stage of the customer lifecycle – from prepaid subscription and e top-up to customer care, and from real-time promotions and loyalty management to billing solutions. Comviva has extensive expertise in delivering and managing mobile solutions that extend beyond VAS, powering solutions to mobile operators in more than 85 countries worldwide and reaching over 600 million subscribers globally.

Comviva’s Managed Services for VAS is designed to help telecom operators address the complex challenges of deploying, operating and maintaining innovative, technologically advanced, evolving high availability and high performance VAS Services in a multi-vendor ecosystem to achieve competitive advantage. For more details visit wwww.comviva.com

Disclaimer The information in this document pertains to the period of January 2009 till June 2010 and may have changed on the date of reference. The information is accurate to the best of knowledge and belief of the market research team of Comviva. Any inaccuracies may be brought to the notice of the contact persons mentioned at the end of the document and Comviva’s liabilities are limited to correction of the same in the next version subject to due verification of the inaccuracies intimated.

comviva cs managed services v1.0

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