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1、An Integrated Approach to Billing,Call Center and Customer Relationship ManagementA Discussion DocumentAugust 31,2000更多资讯请关注MBAhome论坛，详情请登录http:/(本资料仅供学习交流)AgendaContextKey issues for China Mobile The Communications Enterprise Solution Architecture(CESA)Customer Relationship Management(CRM)About Pri
2、cewaterhouseCoopersContextChina Mobile facing growing competition from both Unicom and China TelecomCMCCs billing and IT infrastructure are inadequate to sustain competitive advantageLarge scale and rapid IT infrastructure development is requiredCMCC has requested PricewaterhouseCoopers assistance i
3、n building a worldclass IT infrastructureWe are the undisputed leaders in this area worldwide,and have unique delivery capabilities in ChinaKey Issues for China MobileKey Trends in Mobile Telecoms Key Trends in Mobile Telecoms Average Revenue Per Subscriber is declining.keeping EBITDA margins flatUS
4、A Cellular EBITDA%1998-2002Source:DLJNote:This data represents results for a“typical”cellular companyThe value of mobile voice services has peaked.Much of the value growth in the US is now substitutiveMobile voice is maturingARPUPenetration*Sonera is re-branded Telecom Finland MobileIt is thought th
5、at data services will ultimately fill this“value gap”,with mobile devices becoming the ECommerce“tool of choice”for most consumersIn the US,mobile valuations generally exceed cash generation by a significant marginVoiceServicesOther70%100%MobileValue FMC SubstitutionData/BroadbandInvestors believe t
6、hat 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 applicationsData9.6-14.5 kbpsSMSHSCSDGPRS115.2 kbpsEDGEWCDMA384 kbps-2MbpsData9.6SMSCDPD19.2 kbpsCDPD,GPRS57.6
7、-115.2kbps136+115.2-384kbpsWCDMA384 kbps-3MbpsInformation Broadcast:Weather;banking;news;stocksFile transfer;downloadInfo access;Intranetaccess;real time apps;,interactive sessions19981999-20002000-012001-02Wireless multimedia,voice,video,multimedia applications,M-commerce2002+GSMTDMAPDCData28.8 kbp
8、sSMSWCDMA384 kbps-3MbpsProjections of WAP,Cellular Subs,and Internet Subs Growth-200,000,000400,000,000600,000,000800,000,0001,000,000,0001,200,000,0001,400,000,0001996199719981999200020012002200320042005Projected Cellular SubscribersProjected PCs Connected to theInternet(Dataquest 10/98)Projected W
9、AP HandsetsMany believe that Internet access will move to the“handset”Mobile data will enable myriad new service opportunitiesConsumerBusinessOtherlInformation ServiceslEntertainmentlGameslBankinglE-CommercelE-maillVideo telephonylPersonal navigationlInternet accesslDatabase searchlCorporate databas
10、eslEmaillFile transferlIntranet accesslInternet accesslVehicle navigationlVideo telephonySpecialist products:lTelemetrylMachine monitoringlNavigation&logistics productsAlternative products:lReturn channels for broadcast technologieslWireless homesMobile data will create a new value chain for mobile
11、operatorsThe combination of multiple services and segments will lead to the development of a complex new value chain that combines content,transport and solutionsActivitiesCustomerTraditional Mobile Value ChainNetworkManagementServiceProvisionlNetwork planninglNetwork constructionlNetwork operationl
12、Sales and marketinglBillinglCustomer careActivitiesCustomerContentProduction,distribution and aggregation of contentEditors,Magazines,On-Line,and PortalsCore and access transmission of dataInternet backbone providers,Access providers(e.g.GSM and UMTS)TransportSolutionsHardware and software solutions
13、 enabling the products to be usedSmartphones,PDAs and Internet browsers;Corporate Intranet softwareExamplesFuture 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 solutio
14、nsConsumersCONTENT SERVICE CREATION INTEGRATION MOBILE TERMINALS TRANSPORTValue Added ServiceProvider ACCESS TransportSolutionsContentOperatorMediaPortals owning a network will not be essential for participation in the mobile consumer market.In the corporate market,mobile operators may lose direct c
15、ustomer accessSolution providers are poised to capture a majority of the value.ITFixed TelecomsMobile TelecomsCorporateTodayCorporateMobile TelecomsCorporateITSolution ProvidersFixedTelecomsThe FutureMNCLarge NationalSMEPersonalHouseholdContentTransportSolutionsMost existing mobile operators are not
16、 well-positioned except in the traditional personal segmentPoorly Positioned Moderately PositionedWell-PositionedCustomer Segments PersonalCorporateGSM(TDMA/CDMA)GSMGPRSDECTOtherUMTSEDGEGMPCSCountry XCountry YThis may lead to a“mobile network break-up”This“break up”is consistent with what has happen
17、ed in fixed line services.Key Near-Term Success FactorsKey Near-Term Success FactorsKey Issues for China MobileIdentify,develop,and retain target customers through on-going segmentation and analysisSecure existing revenues through revenue integrity measuresBecome customer centric,and begin to develo
18、p a Customer Management SystemSwitch fixed to variable costs through outsourcingOptimise the business portfolio to capture and invest in new revenues streamsIn PwCs experience,5 strategic imperatives are common to developing mobile operators1.Segment the Customer BaseUnderstanding the true profitabi
19、lity of customers is essential to get full value from the current customer baseTypical Customer Profitability DistributionSegmentation variables:customer typeneeds/usage patternsservice complexitylocationcosts vs revenuesUnprofitableMarginally ProfitableHighly ProfitablePromotions,product developmen
20、t,marketing,pricing,sales and support should focus on finding,acquiring,retaining and enhancing profitable customer segments#of Customers2.Create a Customer-Centred OrganisationTo create“winning”services for customers,operators increasingly build Customer Management(CMS)Systems to collect,analyze,an
21、d use customer information and perform increasingly sophisticated segmentation exercisesTransactionDataDatabaseMarketingSystemCustomer AcquisitionDirect MarketingCustomer ManagementTelephonePersonal ComputerMailInternetPlanning/Create MIDBrokers/branches/dealersTouch PointsAnalysis AreasFinancial Ma
22、nagementOther SystemsDemographicsCommunicationsHistoryPsychographicsData Sources2.Creating a Customer Centered Organisation11.3812.1611.235.243.0712.5713.4812.675.93.4313.8914.9414.36.643.8315.3516.5616.127.484.2916.9618.3618.190.844.79010203040506019981999200020012002Market ManagementOrder Manageme
23、ntNetwork ManagementSource:The Yankee Group,1998Customer ManagementBusiness Management$BnSpending by telecom operators on Customer Management Systems is approaching US$20 billion annually 2.Creating a Customer-Centered OrganisationAuditCustomer Ops.Corporate&Large Accts.CustomerOperationsConsumerand
24、 SME Customer OperationsNew MediaCustomerOperationsInternetCOOCustomerOperations Engineering&NetworkConstructionNetworkOperations&MaintenanceChiefInformationOfficer(IT)ChiefTechnicalOfficerFinanceProcurementAdminLegalInvestorRelationsRevenueAssuranceReal EstateChiefFinancialOfficerStrategicPlanningH
25、umanResourcesCorporateCommunicationsCarrier Relations&Reg.AffairsRiskManagementChief Executive OfficerBoard of DirectorsThe organisation needs to be structured around key customer and product groups,with accountabilities across all customer facing functionsLost Revenues:lLost call recordslPoor test
26、phase controllDelayed billinglInaccurate rating/discountinglInadequate credit controllExcessive aged debtlIneffective fraud preventionAction to enhance revenue integrity will flow through immediately to the bottom line3.Secure existing revenuesMany mobile businesses are losing revenues already earne
27、d because of flaws in their systems and processesExchangelFiles overwritten before collectionlFiles lost/incomplete or corruptedlInadequate information for billinglValid data rejectedlData not transferred on a timely basisRevenue leakage points can occur anywhere in the end to end revenue lifecycle
28、and can cause poor quality of customer service,loss of reputation,etc.3.Secure existing revenuesBilling and pricing revenue leakages will cause even greater problems with the mobile data since billing and pricing will become more complexTypical revenue leakage problems.Billing and PricinglIncorrect
29、prices set-uplInconsistent prices on different pricing engineslIncorrect/incomplete customer datalIncorrect discount informationlLoss of call records3.Secure all existing revenuesUS Cellular OperatorUS IXCAsian Cellular OperatorISSUEInaccurateinterconnectionchargesIncorrect ratingtables in billingsy
30、stemInadequaterevenue integritySOLUTIONProcess reviewand changesBilling accuracyassessmentDiagnostic reviewRESULT$2 millionannualisedsavings$7 millionannualisedunderbillingsRevenue integrityframework in place giving enhanced shareholder value,improved customer service and better focus on high risk a
31、reasExamplesRevenue diagnostic tools can identify leakages.Stemming revenue leakages can add 5-10%to annual revenues at minimal additional cost4.Switch fixed to variable costsOutsourcing,sub-contracting,and co-operation with other organisations can replace fixed costs with more flexible variable cos
32、ts.Activities that can be outsourced include:Market researchAdvertising and promotionSales channel managementIT managementPayroll processingFacilities managementNetwork design and constructionFleet managementFixed costsBreak-evenContributionMargin1.Dispose of non-core“value destroying”businesses2.Re
33、organise core business-de layer-simplify and focus3.Obtain greater value from under-utilised non-core assets,e.g.land4.Outsource non-strategic processes and activitiesFour Step Strategic ReviewIllustrative Value creating operationsValue destroying operationsCurrent portfolio valuePotential portfolio
34、 value+ve-ve$5.Optimise the business portfolioManagement should seek to continually fine-tune the business portfolio and reinvest to create new value Assumptions and Next StepsAssumptions and Next StepsKey Issues for China MobileLooking ForwardPwC has the following assumptions about CMCCs future ope
35、ration:lCMCCs business will get increasingly complex as a result of growth,competition,technological change,and market changelSignificant performance improvement will be required to sustain shareholder valuelCompetency in new service creation,mobile data,and customer management will be required for
36、sustainable,long-term leadershiplStrong partnerships and alliances will be critical to successCESAAn Enterprise-Wide Solution from PwC For Communications Business GrowthValue Drivers for a Telecom CompanyThe Seven Principal Value Drivers:Operating Profit MarginRevenue GrowthWorking CapitalCompetitiv
37、e Advantage PeriodCash Tax PaidCapital ExpenditureCost of CapitalCritical Issues that Affect the Value DriversTime to marketEfficient,technically advanced networkAttracting&KeepingProfitable CustomerBrand DifferentiationChannel DistributionFinancingRevenue GrowthOperating Profit MarginCash Tax PaidW
38、orking CapitalCapital ExpenditureCost of CapitalCompetitive Advantage PeriodOur Response to the Top 6 Critical IssuesResponsenProven Organisational and Business Process TemplatesnPre-integrated System SolutionnProven Implementation ProcessnPre-Evaluated Best-in-Class Technology,Vendors and Applicati
39、onsnInvestment Geared to Business GrowthnIntegrated Customer Care Focus to Minimise Churn and Maximise Revenue ReturnnScaleable Low-Risk SolutionnLeading Edge but Based on Proven TechnologynIntegrated Performance Measurement FrameworkA One-Stop-Shop Communications Enterprise SolutionCritical IssuesT
40、ime to marketEfficient,technically advanced networkAttracting&KeepingProfitable CustomersBrand DifferentiationFinancingChannel DistributionRevenue GrowthOperating Profit MarginCash Tax PaidWorking CapitalCapital ExpenditureCost of CapitalCompetitive Advantage PeriodWhich Responses Resolve Which Crit
41、ical Issues?Time to MarketAttracting and Keeping Profitable CustomersFinancingEfficient,Technically Advanced NetworkBrand DifferentiationChannel DistributionProven Organisational and Business Process Templates Pre-integrated System SolutionProven Implementation ProcessBest-in-Class SolutionsInvestme
42、nt Geared to Business GrowthIntegrated Customer CareScaleable Low-Risk SolutionLeading Edge but Proven TechnologyIntegrated Performance MeasurementCritical IssuesResponsesTypical Communications Business Development Phases PhasePhase 1-LaunchSingle Solution ProcuredRapid Deployment RequiredPhase 2-Gr
43、owthSystem Capacity and Performance ConstraintsDiverse Applications ImplementedPhase 3-ReplacementSystem Becomes Uneconomic to Continue to Scale and EnhanceReplacement Systems Selected and CommissionedPhase 4-IntegrationLarge-scale Integration and Re-Engineering Required to deliver Business SynergyP
44、hase 5-Support 4-IntegrationUpgrades,ongoing,maintenance(in-house)IssueRaise CapitalProfit persubscriberCashFlowReturn oninvestmentDifferentiationThe CESA Solution and Its Impact on the Business Development PhasesCESA Development PhasesnPhase 1-LaunchIntegrated solution procuredRapid deploymentnPhas
45、e 2-GrowthUtilize additional features of systemScale hardwareAdditional licenses procuredMore sophisticated performance measurement deployednPhase 3-SupportUpgrades,on-going maintenance supported by vendor partnersPhase 1Phase 2Phase 3Phase 4$Typical InvestmentCESA InvestmentPhase 5Typical Developme
46、nt PhasesnPhase 1-LaunchSingle Solution ProcuredRapid Deployment RequirednPhase 2-GrowthSystem Capacity and Performance ConstraintsDiverse Applications ImplementednPhase 3-ReplacementSystem Becomes Uneconomic to Continue to Scale and EnhanceReplacement Systems Selected and CommissionednPhase 4-Integ
47、rationLarge-scale Integration and Re-Engineering Required to deliver Business SynergynPhase 5-SupportUpgrades,ongoing maintenance(in-house)A Complete Enterprise Architecture for Communications BusinessesReference Data ModelBest-in-Class Product SetDataWarehouseData ModelCurrentSystemsPre-Integratedf
48、orQuickStartInterfaceDefinitionOrganizational Build and Business Process ModelImplementation ServiceIntegrated Performance Measurement FrameworkPre-integrated System SolutionOrganizational Build and Business Process Model=In ScopeCustomer Value ChainMarketIdentificationProduct ManagementMarketingSal
49、esService DeliveryService AssuranceBillingContactManagementMIPMMASSSDSABICCNetwork Management Value ChainPlan NetworkDesignNetworkConstruct/ConfigureNetworkServiceGenerationTestNetworkManagetheNetworkManageNetworkPerformancePNDNCNSGTNMNMPManage HRManage FinancePlan&Govern BusinessManage Supply Chain
50、Business Operations ProcessMaintain External RelationshipsPEMSMFHRDeploy and Manage IS/OutsourcingDIntegrated Performance Measurement FrameworkCustomer Value chainMarket IdentificationProduct ManagementMarketingSalesService DeliveryService AssuranceBillingCustomerContactManagementProduct DefinitionP