group e - it strategy & business dynamics

7/29/2019 Group E - IT Strategy & Business Dynamics

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Group E & F13 Ganesh Venkatakrishnan59 Shreejeet Thakur

35 Victor Perumalla22 Mehul Ludbe34 Abhay Pednekar27 Sandeep Pandit


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INTRODUCTION

EURECCA telecom is a new entrant in Indian market

Coverage of 4 states with 3G services

Planning to implement CDR system for digitizationand automation of end to end process

Grand Canyon IT services was chosen for complete ITdevelopment and deployment


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CDR

CDR is an acronym for Call Detailed Record

Prior to the CDR, meter readings for the every isolatedTelephone exchange had to be taken periodically.

The Telecom operations are categorized asCommercial Systems, Fault tracking and ManagementSystem, Directory Enquiry System and Billing

function.

The four core Telecom operation systems separatelymaintained four different databases.


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NEED FOR CDR

A single event like a request for a New connectionneeded four update transactions.

The usual error content in transactions andasynchronous updates resulted in accumulatedmismatch of the four databases.

Due to the absence of single view of all aspects of thecustomer, the Single point reliable customer servicecould not be given.


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CDR Strategy

Benefits of implementing CDR Integration of systems

Flexibility in rate specification

Dynamic charging based on

call duration

plan availed

time of call

Profiling the customers, tracking their usage and segmentingcustomers for focused marketing of special products became

possible Not just a BillingSystem , but a value to entire telecom operations

of the organization


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Inventory

Cu

stomerCare

Customer Care

Billing

Rating

Payments

Report

Generation

DATABASE

Printing System/

Print Vendor

Payment Interfaces

Cr Card/Banks/Chq etc

.

Web Self Care

Clearing

House

or

Other Sources

Network

Self CareAAA

Security

CDR AT A GLANCE


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CDR System Design CRM: Single interface to all the customer requests from all

channels such as SMS, Internet, IVRS etc.

Provisioning: To make use of the relevant inventories and makeschanges in the network elements as per requirements

Fault Tracking and Management: Integration with Billing andCRM modules

Billing and Accounting

Mediation: Seamless connectivity between billing and Exchangesfor collection of CDRs


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BALANCED SCORECARD FOR CDR

PERSPECTIVE OBJECTIVE MEASURE

Customer

Improve Quality of Service No. of Errors per 1000 billsgenerated

Customer Convenience andsatisfaction

Customer Satisfaction Rating

Response time and Backorders

Turn around time to ticketresolution

Cost amortization Planned vs actual usage ofrate plans


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BSC FINANCIAL PERSPECTIVE


Financial

Revenue growth

Sales to asset ratio

% increase in customer base

Fully recovered bills vsunpaid bills

Return on capital employed

Reduced operational cost

Cost per transaction

Transaction cycle and systemutilization

Throughput and % utilization


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BSC OPERATIONS PERSPECTIVE


OperationalExcellence

95% automationManual efforts spent per

transaction

Accurate processing

Inconsistencies by total

transactions loggedUptime of all constrained

resources

High level of responsiveness

Planned vs actual queriesresolved

Mean time to restore services


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BSC INNOVATION AND LEARNING


Innovation,Learning &

FuturePerspective

Advanced technology support

% allocation for research

Planned vs actual time to roll

out

Increased satisfaction inemployee experience

Iterations per queryresolution

Reduction in overhead efforts


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SWOT ANALYSIS

Strengths

Customer Focussed Better service provided Comprehensive automation Seamless integration

Flexibility

Weaknesses

High capital investment High cost of training of advancedsystems Being centralized, needs additional

cost of BCP esp. DR

Threats

Opposition from staff for digitization

No alternate mechanism to continuethe process Impure data can corrupt the entiresystem

Opportunities

Improvement in the Technical know-

how of the staff Increased market share and customerbase

Customization possible as percustomers requirements


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Implementation team difficulties

Understanding complexities

Change in legal norms

Stringent time lines

Management support Continuous mentoring and monitoring

Procurement of infrastructure and licenses on time

Advanced domain training for clarity

Success Factor Strategized modularization and releases

Adoption of processes for each phase

Sizing was easier to kick-off due smaller customer base initially

Success / Failures


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Billing generation were 99% accurate

Easily tapped new tariffs into new rate plans

Grievance resolution time reduced by 50%

Added 10% new customers without much overhead

Results


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Objectives that are not measured are can not be Improved

Clear understanding of the objectives to be achieved helps in deliveringproper solution

Rework cost was found to be higher than the budgeted value as eachapplication within the module was not tested in isolation, rather it wastested with entire system after integration

Indulgence in workshops and working on dummy data would havebeen more beneficial than having seminars for staff

LEARNINGS


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group e - it strategy & business dynamics

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