1、An Integrated Approach to Billing, Call Center and Customer Relationship ManagementA Discussion DocumentAugust 31, 20001AgendaContextKey issues for China Mobile The Communications Enterprise Solution Architecture (CESA) Customer Relationship Management (CRM)About PricewaterhouseCoopers2ContextChina

2、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 in building a worldclass IT infra

3、structureWe are the undisputed leaders in this area worldwide, and have unique delivery capabilities in China3Key Issues for China MobileKey Trends in Mobile Telecoms 4Average Revenue Per Subscriber is declining . keeping EBITDA margins flatUSA Cellular EBITDA %1998 - 2002Source: DLJNote: This data

4、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 Mobile5It is thought that data services will ultimately fill this “valu

5、e 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/Broadband6Investors believe that the introduction of mobile data technol

6、ogies 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 - 115.2kbps+115.2 - 384kbpsWCD

7、MA384 kbps - 3MbpsInformation Broadcast: Weather; banking; news; stocksFile transfer; downloadInfo access: Intranet access: WWW access; always “on line; Mobile ISP; image transferInfo access; Intranetaccess; real time apps;, interactive sessions19981999 - 20002000-012001-02Wireless multimedia, voice

8、, video, multimedia applications, M-commerce2002+GSMTDMAPDCData28.8 kbpsSMSWCDMA384 kbps - 3Mbps7Projections 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 S

9、ubscribersProjected PCs Connected to theInternet(Dataquest 10/98)Projected WAP HandsetsMany believe that Internet access will move to the “handset8Mobile data will enable myriad new service opportunitiesConsumerBusinessOtherInformation ServicesEntertainmentGamesBankingE-CommerceVideo telephonyPerson

10、al navigationInternet accessDatabase searchCorporate databasesFile transferIntranet accessInternet accessVehicle navigationVideo telephonySpecialist products:TelemetryMachine monitoringNavigation & logistics productsAlternative products:Return channels for broadcast technologiesWireless homes9Mobile

11、 data will create a new value chain for mobile 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 ChainNetworkManagementServiceProvisionNetwork p

12、lanningNetwork constructionNetwork operationSales and marketingBillingCustomer 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)

13、TransportSolutionsHardware and software solutions enabling the products to be usedSmartphones, PDAs and Internet browsers; Corporate Intranet softwareExamplesFuture Mobile Value Chain10 transport and access will become “l(fā)ow value commodities .In the consumer market, as the network becomes unbundled,

14、 value creation will migrate to either content or solutionsConsumersCONTENT SERVICE CREATION INTEGRATION MOBILE TERMINALS TRANSPORTValue Added ServiceProvider ACCESS TransportSolutionsContentOperatorMediaPortals owning a network will not be essential for participation in the mobile consumer market .

15、11In the corporate market, mobile operators may lose direct customer accessSolution providers are poised to capture a majority of the value .ITFixed TelecomsMobile TelecomsCorporateTodayCorporateMobile TelecomsCorporateITSolution ProvidersFixedTelecomsThe Future12MNCLarge NationalSMEPersonalHousehol

16、dContentTransportSolutionsMost existing mobile operators are not well-positioned except in the traditional personal segmentPoorly Positioned Moderately PositionedWell-PositionedCustomer Segments 13PersonalCorporateGSM(TDMA/CDMA)GSMGPRSDECTOtherUMTSEDGEGMPCSCountry XCountry YThis may lead to a “mobil

17、e network break-upThis “break up is consistent with what has happened in fixed line services .14Key Near-Term Success FactorsKey Issues for China Mobile15Identify, develop, and retain target customers through on-going segmentation and analysisSecure existing revenues through revenue integrity measur

18、esBecome customer centric, and begin to develop 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 operators161. Segment

19、 the Customer BaseUnderstanding the true profitability of customers is essential to get full value from the current customer baseTypical Customer Profitability DistributionSegmentation variables:customer typeneeds/usage patternsservice complexitylocationcosts vs revenuesUnprofitableMarginally Profit

20、ableHighly ProfitablePromotions, product development, marketing, pricing, sales and support should focus on finding, acquiring, retaining and enhancing profitable customer segments# of Customers172. Create a Customer-Centred OrganisationTo create “winning services for customers, operators increasing

21、ly build Customer Management (CMS) Systems to collect, analyze, and use customer information and perform increasingly sophisticated segmentation exercisesTransactionDataDatabaseMarketingSystemCustomer AcquisitionDirect MarketingCustomer ManagementTelephonePersonal ComputerMailInternetPlanning / Crea

22、te MIDBrokers/branches/dealersTouch PointsAnalysis AreasFinancial ManagementOther SystemsDemographicsCommunicationsHistoryPsychographicsData Sources182. Creating a Customer Centered Organisation11.3812.16712.5713.4812.675.93.4313.8914.9414.36.643.8315.3516.5616.127.484.2916.9618.3618.190

23、.844.79010203040506019981999200020012002Market ManagementOrder ManagementNetwork ManagementSource: The Yankee Group, 1998Customer ManagementBusiness Management$ BnSpending by telecom operators on Customer Management Systems is approaching US$ 20 billion annually 192. Creating a Customer-Centered Org

24、anisationAuditCustomer Ops.Corporate &Large Accts.CustomerOperationsConsumerand SME Customer OperationsNew MediaCustomerOperationsInternetCOOCustomerOperations Engineering& NetworkConstructionNetworkOperations &MaintenanceChiefInformationOfficer (IT)ChiefTechnicalOfficerFinanceProcurementAdminLegalI

25、nvestorRelationsRevenueAssuranceReal EstateChiefFinancialOfficerStrategicPlanningHumanResourcesCorporateCommunicationsCarrier Relations& Reg. AffairsRiskManagementChief Executive OfficerBoard of DirectorsThe organisation needs to be structured around key customer and product groups, with accountabil

26、ities across all customer facing functions20CurrentRevenuesLost Revenues:Lost call recordsPoor test phase controlDelayed billingInaccurate rating/discountingInadequate credit controlExcessive aged debtIneffective fraud preventionAction to enhance revenue integrity will flow through immediately to th

27、e bottom line3. Secure existing revenuesMany mobile businesses are losing revenues already earned because of flaws in their systems and processes21ExchangeFiles overwritten before collectionFiles lost/incomplete or corruptedInadequate information for billingValid data rejectedData not transferred on

28、 a timely basisRevenue 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 revenuesBilling and pricing revenue leakages will cause even greater problems with the mobile data since billing a

29、nd pricing will become more complexTypical revenue leakage problems.Billing and PricingIncorrect prices set-upInconsistent prices on different pricing enginesIncorrect/incomplete customer dataIncorrect discount informationLoss of call records223. Secure all existing revenuesUS Cellular OperatorUS IX

30、CAsian Cellular OperatorISSUEInaccurateinterconnectionchargesIncorrect ratingtables in billingsystemInadequaterevenue integritySOLUTIONProcess reviewand changesBilling accuracyassessmentDiagnostic reviewRESULT$2 millionannualisedsavings$7 millionannualisedunderbillingsRevenue integrityframework in p

31、lace giving enhanced shareholder value, improved customer service and better focus on high risk areasExamplesRevenue diagnostic tools can identify leakages. Stemming revenue leakages can add 5-10% to annual revenues at minimal additional cost234. Switch fixed to variable costsOutsourcing, sub-contra

32、cting, and co-operation with other organisations can replace fixed costs with more flexible variable costs .Activities that can be outsourced include:Market researchAdvertising and promotionSales channel managementIT managementPayroll processingFacilities managementNetwork design and constructionFle

33、et managementFixed costsBreak-evenContributionMargin241. Dispose of non-core “value destroying businesses2. Reorganise 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 Strate

34、gic ReviewIllustrative Value creating operationsValue destroying operationsCurrent portfolio valuePotential portfolio value+ ve- ve$5. Optimise the business portfolioManagement should seek to continually fine-tune the business portfolio and reinvest to create new value 25Assumptions and Next StepsKe

35、y Issues for China Mobile26Looking ForwardPwC has the following assumptions about CMCCs future operation:CMCCs business will get increasingly complex as a result of growth, competition, technological change, and market changeSignificant performance improvement will be required to sustain shareholder

36、 valueCompetency in new service creation, mobile data, and customer management will be required for sustainable, long-term leadershipStrong partnerships and alliances will be critical to success27CESAAn Enterprise -Wide Solution from PwC For Communications Business Growth28Value Drivers for a Teleco

37、m CompanyThe Seven Principal Value Drivers:Operating Profit MarginRevenue GrowthWorking CapitalCompetitive Advantage PeriodCash Tax PaidCapital ExpenditureCost of Capital29Critical Issues that Affect the Value DriversTime to marketEfficient, technically advanced networkAttracting & KeepingProfitable

38、 CustomerBrand DifferentiationChannel DistributionFinancingRevenue GrowthOperating Profit MarginCash Tax PaidWorking CapitalCapital ExpenditureCost of CapitalCompetitive Advantage Period30Our Response to the Top 6 Critical IssuesResponseProven Organisational and Business Process TemplatesPre-integra

39、ted System SolutionProven Implementation ProcessPre-Evaluated Best-in-Class Technology, Vendors and ApplicationsInvestment Geared to Business GrowthIntegrated Customer Care Focus to Minimise Churn and Maximise Revenue ReturnScaleable Low-Risk SolutionLeading Edge but Based on Proven TechnologyIntegr

40、ated Performance Measurement FrameworkA One-Stop-Shop Communications Enterprise SolutionCritical IssuesTime to marketEfficient, technically advanced networkAttracting & KeepingProfitable CustomersBrand DifferentiationFinancingChannel DistributionRevenue GrowthOperating Profit MarginCash Tax PaidWork

41、ing CapitalCapital ExpenditureCost of CapitalCompetitive Advantage Period31Which Responses Resolve Which Critical Issues?Time to MarketAttracting and Keeping Profitable CustomersFinancingEfficient, Technically Advanced NetworkBrand DifferentiationChannel DistributionProven Organisational and Busines

42、s Process Templates Pre-integrated System SolutionProven Implementation ProcessBest-in-Class SolutionsInvestment Geared to Business GrowthIntegrated Customer CareScaleable Low-Risk SolutionLeading Edge but Proven TechnologyIntegrated Performance MeasurementCritical IssuesResponses32Typical Communica

43、tions Business Development Phases PhasePhase 1 - LaunchSingle Solution ProcuredRapid Deployment RequiredPhase 2 - GrowthSystem Capacity and Performance ConstraintsDiverse Applications ImplementedPhase 3 - ReplacementSystem Becomes Uneconomic to Continue to Scale and EnhanceReplacement Systems Select

44、ed and CommissionedPhase 4 - IntegrationLarge-scale Integration and Re-Engineering Required to deliver Business SynergyPhase 5 - Support 4 - IntegrationUpgrades, ongoing, maintenance (in-house) IssueRaise CapitalProfit persubscriberCashFlowReturn oninvestmentDifferentiation33The CESA Solution and It

45、s Impact on the Business Development PhasesCESA Development PhasesPhase 1 - LaunchIntegrated solution procuredRapid deploymentPhase 2 - GrowthUtilize additional features of systemScale hardwareAdditional licenses procuredMore sophisticated performance measurement deployedPhase 3 - SupportUpgrades, o

46、n-going maintenance supported by vendor partnersPhase 1Phase 2Phase 3Phase 4$Typical InvestmentCESA InvestmentPhase 5Typical Development PhasesPhase 1 - LaunchSingle Solution ProcuredRapid Deployment RequiredPhase 2 - GrowthSystem Capacity and Performance ConstraintsDiverse Applications ImplementedP

47、hase 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 SynergyPhase 5 -SupportUpgrades, ongoing maintenance (in -house)34A Complete Enterpr

48、ise Architecture for Communications BusinessesReference Data ModelBest-in-Class Product SetDataWarehouseData ModelCurrentSystemsPre-IntegratedforQuickStartInterfaceDefinitionOrganizational Build and Business Process ModelImplementation ServiceIntegrated Performance Measurement FrameworkPre-integrate

49、d System Solution35Organizational Build and Business Process Model = In ScopeCustomer Value ChainMarketIdentificationProduct ManagementMarketingSalesService DeliveryService AssuranceBillingContactManagementMIPMMASSSDSABICCNetwork Management Value ChainPlan NetworkDesignNetworkConstruct/ConfigureNetw

50、orkServiceGenerationTestNetworkManagetheNetworkManageNetworkPerformancePNDNCNSGTNMNMPManage HRManage FinancePlan & Govern BusinessManage Supply ChainBusiness Operations ProcessMaintain External RelationshipsPEMSMFHRDeploy and Manage IS / OutsourcingD36Integrated Performance Measurement FrameworkCust

51、omer Value chainMarket IdentificationProduct ManagementMarketingSalesService DeliveryService AssuranceBillingCustomerContactManagementProduct DefinitionProduct PlanningProduct DevelopmentProduct DeploymentProduct TrackingProduct RetirementMarket Research & AnalysisCustomer Segmentation Product Segme

52、ntationMarketStrategy DevelopmentCampaignManagementProspect ManagementPricing & PackagingChannel SupportCustomer Management ReportingSales Strategy DefinitionChannel ManagementAccount PlanningSellingSale CloseCustomer Winback and RetentionOrderFulfillmentService ProvisionCustomer ManagementCustomer

53、QueriesContact ManagementTrouble ManagementUpselling and Cross-selling ManagementSLAManagementInternalReportingRegulatory ReportingUsage CollectionRatingBill CalculationBill RenderingPayment ProcessingDebt ProcessingSettlement BillingPayment ProcessingDebt ProcessingInter-Connect BillingTurnover gro

54、wthProfit MarginTax RateWorking CapitalFixed RatesCost of CapitalGrowth durationCost per line installedCost per line servicedInterconnection costOverhead/employeeCross-subsidy mobile handsetsFixed line penetrationCellular coverageDigitalization /ATM projectsSubscriber / Base stationGDP growthMarket

55、GrowthMarket shareTariff plans /RegulationChurn rateValue DriversTypical Measures / Micro-drivers / projects(Solution to contain set of pre-developed value reports)37Applications implementing the Customer Value Chain in the DemonstrationMarket IdentificationProductManagementMarketingSalesService Del

56、iveryService AssuranceBillingCustomerContactManagementMIPMMASSSDSABICCMI-1 Market Research & AnalysisMI-2 Customer Segmentation MI-3 Product SegmentationPM-1 Product DefinitionPM-2 Product PlanningPM-3 Product DevelopmentPM-4 Product DeploymentPM-5 Product TrackingPM-6 Product RetirementMA1- MarketS

57、trategy DevelopmentMA2- Campaign ManagementMA3- Prospect ManagementMA4- Pricing & PackagingMA5- Channel SupportMA6 - Customer Management ReportingSS1- Sales Strategy DefinitionSS2- Channel ManagementSS3- Account PlanningSS4- SellingSS5- Sale CloseSS6- Customer Winback and RetentionSD1- Order Fulfill

58、mentSD2 - Service ProvisionCC1- Customer ManagementCC2- Customer QueriesCC3- Contact ManagementCC4- Trouble ManagementCC5- Upselling and Cross-selling ManagementSA1-SLA ManagementSA2- Internal ReportingSA3- Regulatory ReportingBI1- Usage CollectionBI2- RatingBI3- Bill CalculationBI4- Bill RenderingB

59、I5- Payment ProcessingBI6- Debt ProcessingBI7 - Settlement BillingBI8- Inter-Connect BillingApplication Integration:VantiveGenevaOracle Apps.1138Systems Impact on the Value ChainMediation deviceTrouble TicketingWork Flow ManagementOrder ProcessingAutomatic Call Distribution/CTIUsageRatingAccountsRec

60、eivablenetwork InventoryService Provision.Work ForceManagementProspectManagementService LevelAgreementDataWarehouseCustomersInventoryProductsIntegratedBillingMarket IdentificationSalesService DeliveryProduct DevelopmentMarketingBillingCustomer CareService AssuranceTrouble TicketingVRUData Whse- cust