communications industry vision and strategy update celcom day

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Communications Industry Vision and Strategy Update

Celcom Day

Raghu Prasad

Head – Communications Industry Solutions Group - JAPAC

Nov 14, 2011

Oracle Communications Oracle Confidential Tuesday, 22 November 2011

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Topics

Industry Trends and Service Provider Priorities

The Oracle Vision

Industry and Customer Recognition



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The Telco/Cellco Metamorphosis

Telco /

Cellco

Network

Media / Content

Applications / IT

Banking

Devices

Retailer

Reliability

Flexibility / Speed

Diversified Eco-system > > > > > Contrasting

Objectives

Disruptive Business Models

CSP

http://www.google.fr/dirhp?hl=fr

http://www.google.fr/imghp?hl=fr

http://mobile.google.fr/

https://www.google.com/accounts/ServiceLogin?service=cl&passive=true&nui=1&continue=http://www.google.com/calendar/render?hl=fr&hl=fr&utm_source=fr-more&utm_medium=more&utm_campaign=fr

http://www.google.fr/alerts?hl=fr

http://www.google.fr/intl/fr/help/features.html

http://www.google.fr/books?hl=fr

http://www.google.fr/nwshp?hl=fr

http://maps.google.fr/maps

http://earth.google.fr/

http://video.google.fr/



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The “New Consumer” >> The “Now” Generation

• Has multiple identities

• Mobile number, Facebook id, Messenger Id‟s,

@work and @home id‟s, Community id‟s etc.

• But still wants to be treated uniquely !

• Is increasingly “socially” connected

• Social media, blogs

• Expects identities and preferences to have meaning

& benefit – bonus points, controls, coupons • 80% of customers use social media to air bad experiences – BPO

Survey

• 45X Impact from oral conversations

• Demands flexibility

• Different service bundles per member

• Different payment methods per service

• Define – or even create – own services



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Explosion in Data Traffic and Mobile Apps

•5 MB of data = 1 hour of voice call (mobile

voice consumes 6-12 Kbps)

•1 YouTube video = 500,000 SMS sent

simultaneously

•1 laptop generates traffic of 1300 basic

phones

•1 iPhone = 3 times any other smartphone =

30 times a feature phone (for data traffic)

•Daily uploads of photos in USA is 40-45 PB

Tomorrow … in today’s

metrics

• ~30% of mobile subscribers in

developed markets use apps

• US users spend more time on mobile

apps than on the web*

• 81 min vs. 74 min

• 88% growth in mobile usage *

Mobile Apps are the new

Web !



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Distilling the Trends and Challenges

• Personalized and targeted services

• Offer and Pricing Innovation

• Next generation Service Innovation ecosystem

Generate Revenues through Innovation

• Supply Chain and Retail/Distribution Efficiency

• Optimized Asset Utilization and Management

• Supplier aggregation, Infrastructure sharing and consolidation

• Increased process automation for reduced OpEx

• Cloud / Virtualized infrastructure models

• Self-service in lieu of “assisted care”

• Simplify IT

Optimize Operations and Reduce Costs

• Consistent cross-channel customer experience

• Predictive, real-time analytics for insight and action

• Personalized e2e user experience

Thrive through Customer Centricity

Thrive

Optimise

Innovate



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25% 50% RUN

THE BUSINESS

25% TRANSFORM

THE BUSINESS

GROW

THE BUSINESS

IN 2011 50%

25%

25% Source: “IT Metrics: IT Spending and Staffing Report, 2011”, Gartner Research, 2011

GROW

THE BUSINESS

20% 66% RUN

THE BUSINESS

14% TRANSFORM

THE BUSINESS

WHAT IF

YOU COULD

CHANGE

THE MIX?

IT SPENDING DISTRIBUTION

For every $100 spent on IT

This translates to $5 for Growing the business and $11 for transforming the business

Which is 16% more than what we had the year before



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Systems and Applications Transformation

CRM Call-centre and

support oriented

•Consistent cross-channel customer experience and care

•Knowledge management for CSR and end-user

•Loyalty management

•Real-time analytics and decisioning for relevant actions

Order Mgmt

Self-Service

Charging / Pricing

Business

Intelligen

ce

IT Architecture

High-volume, low

complexity

High-volume, high complexity (due to data and 3rd-

party services)

SMS, USSD, Web

Self-care

Web Commerce, Portals, Device-aware, device

management (smartphones)

Convergent

rating, charging

Rapid price introduction, flexible balance and

wallet management

External, offline,

operational

analytics

In-line, integrated, real-time, predictive

analytics

P2P or EAI-based

integartion SOA-based, with key role for BPM

Innovation Network-oriented

Service plane / services oriented

Software driven rather than hardware

driven



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Topics


The Oracle Vision




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Inbuilt BI Customer Experience

Oracle’s Communications Suite

COTS – Pre-integration – Upgradeability – Best in Class Suite

Strictly Confidential and Proprietary

2006

2008

(CRM)

(OM, Inventory, Activation)

(Billing)

(SOA, SDP)

Retek, 360Commerce (Retail POS)

SPL/Sidewinder (Workforce Mgmt)

2010 (eCommerce)

(Prepaid, IN-SCP)

2007

1st Integrated Telco Suite focusing on CRM-Billing (AIA 2.0)

Fully Integrated BSS Suite (AIA 2.4)

2009

Rapid Offer Design & Order Delivery (“RODOD”)

2010

2011

Integrated Cross-channel Customer Experience (RODOD + ATG)

(Hardware, Storage, Java)

Expanding Breadth of Coverage/Innovation

(Best of Breed Acquisitions)

Depth of Telco

Process Integratio

n

(OM, Inventory, Activation)

(Service Broker)

(Knowledge Mgmt)

(Business Rules Engine)

2011

11

• Expanded Telco process/domain function coverage

• Real-time Decisioning

• „CRM Desktop‟

• Cross-channel continuity

• Improved online commerce / experience

• Integrated Mobile App Store

• Advanced Marketing & Analytics

• … more

In-network services Rules, Policies,

Integration

Core Business

Applications

2011+ Roadmap

(Web Content Mgmt)



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OVER $19B

IN R&D

SINCE 2004

INVESTMENT IN INNOVATION AND INTEGRATION

$1.3B $1.5B

$1.9B $2.1B

$2.6B $2.6B

$3.1B

$4.5B

FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11



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R

O

D

O

D

Journey to Date … 2011 and beyond

Integrated Cross-Channel Customer

Experience • Online Commerce

• Cross-channel continuity

• Enhanced online service

• Recommendations

• Real-time Decisioning

• Integrated retail, call centre and online

experience

Addressing the demands of the industry

PH

4C

Pro

duct M

aste

r

Commercial

Catalogue +

Configurator Admin

Channels

Central Order Management

Inventory (Technical View)

Others

Provisioning

Activatio

n

WF

M

AIA AIA AIA

SIEBEL

BRM

OSM (COM)

OSM (SOM)

UIM ASAP / IPSA

SC

M

AIA

AIA

AIA

EBS

AIA

Billing

BRM Quote & Order

Capture

Service

Mgmt

Desig

n S

tudio

OS

M D

esig

n T

ime

AIA

Agreements/SLAs

Web Partner Call

Center Retail

SI SI SI

P2P

AIA

Customer Service

Cross-

channel

Commerce

Commerce Optimization

P2P

atg

+



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Functional and Business Process Coverage

Business

Plane

Service

Plane

Network

Plane

Network

Discovery

Planning &

Optimisation Reconciliation

Sales &

Marketing

Rating and

Billing

Customer

Mgmt

Financials,

ERP

Product /

Offer Mgmt

SCM Channel

Commerce Self-Service

Partner

Mgmt

Point of

Sale/Service

Inte

gra

tio

n,

Bu

sin

ess

Pro

cesses,

Ru

les

Data

base,

DW

H, B

I / A

naly

tics

Serv

ers

, S

tora

ge,

Vir

tuali

dsa

tio

n,

En

gin

ee

red

Syste

ms

Service

Control

Service

Creation Env

Service

Delivery

Policy

Control

Service

Activation

IMS App

Server

Workforce

Mgmt

Service

Exposure

Customer

and

Service

Order

Mgmt

Logical

and

Physical

Inventory

Mgmt

2 • Marketing Resource

Management

• Campaign and Interaction Management

• Customer Loyalty Mgmt

Campaign to Lead

3 • Real-time Offer Presentment

• Capture and Configuration

• Contract Management

• Validation and Approval

Lead to Order

4 • Order orchestration

• Order Tracking

• Inventory Design & Assign

• Service Provisioning

Order to Activate

1 • Centralized Catalog and

Product Management

• Service and Resource Design

• Product Lifecycle Mgmt

Concept to Market

5 • Service Usage & Mediation

• Real-time charging and Billing

• Discounts and promotions

Usage to Cash

7 • Trouble Ticking Creation

• Diagnosis & Resolve

• Service Entitlement

• Notification and Escalation

Trouble to Resolve

6 • Balance and Usage Inquiry

• Payment & Adjustment

• Collections

• Billing Self Care

Customer Billing Care



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The Next Evolution : Fusion Apps

Role-based interface for

improved user

productivity

Integrated BI for

immediate view and

actions

Streamlined workflows for

faster task completion

Social tools for interfaces

into social information

sources

What do you need to know | Who can help you | What you need to do | How do you get it done



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Sales and order Order

fulfillment Customer service

Marketing and

product mgt

Billing and

collections

Network/

Technology mgt

Sales

management

(Sales force.com)

Qu

ota

tio

n e

ng

ine

(S

ieb

el)

Call Center (Siebel)

Internet (ATG, Siebel)

Branches

(Siebel, Retail POS)

Dealers

(Siebel)

Service

assurance

(Amdocs)

Quality

Management

(Siebel)

Problem

Management

(Siebel)

Performance

Management

(Siebel)

Order fulfillment

Customer relationship

management

(Siebel CRM)

Media

tion (

Media

tion)

Service

provisioning

(Oracle ASAP) C

us

tom

er

se

rvic

e

(Sie

be

l C

RM

) Service

configuration and activation (Oracle ASAP)

Order Mgmt

(Oracle OSM)

Inventory Mgmt

(Oracle UIM)

Self service platform

(Siebel, Portal)

Product mgt

Pro

du

ct str

ate

gy/p

rop

ositio

n m

an

ag

em

en

t (P

rod

uct

Hub

)

Pro

du

ct p

erf

orm

an

ce

ma

na

ge

me

nt (P

rod

uct H

ub

)

Pro

du

ct lif

ecycle

ma

na

ge

me

nt (P

rod

uct H

ub

)

Cam

pa

ign

ma

na

ge

me

nt (

Sie

be

l C

RM

)

Mark

et

info

rmation s

yste

m (

EIP

, A

as, 3T

, C

RM

S O

neV

iew

,

Postp

aid

/Pre

paid

OD

S, K

XE

N,

CID

M,

Rete

ntion M

gm

t)

Pro

du

ct/

se

rvic

e c

ata

log

(P

rod

uct H

ub

)

Billing

Rating (

Kenan)

Revenue a

ssura

nce (

SA

FM

S, IR

AS

)

Acco

un

ts r

ece

iva

ble

and

co

llection

s (

Ke

na

n,

Cre

ma

nsys)

Pre

paid

Bill

ing (

IN,

INS

S,

OR

P)

Bill

pre

sentm

ent

(Kenan)

Bill

cre

ation (

Kenan)

Network

management

Serv

ice d

eli

very

pla

tfo

rm

Netw

ork

pla

nnin

g a

nd o

ptim

ization t

ools

Netw

ork

monitoring a

nd c

ontr

ol syste

ms

Netw

ork

pro

vis

ionin

g a

nd c

onfigura

tion

Netw

ork

pro

ble

m m

anagem

ent

(TeM

IP)

Invento

ry

managem

ent

Work

forc

e

managem

ent

Serv

ice c

reatio

n p

latf

orm

Serv

ice e

xecutio

n p

latf

orm

(C

MP

, D

2C

P, S

MS

C,

MM

SC

, W

AP

, D

NS

, R

AD

IUS

, A

ircash, A

nti-S

pam

)

Supply

chain

managem

ent

1 2 3 4 5 6

Wholesale Billing (In-Bill)

Infrastructure and Security management (IDM)

IT Partner management (Siebel)

Integration Backbone (Oracle SOA , Oracle AIA )

Partner management

ERP

Asset /Supply chain management (Oracle Supply Chain Management)

Human resources (People soft, Wincom)

Finance and controlling (Mystics, SAP/Centrix)

Information management (Bluenet, AD Exchange, Service Alliance, CRLM)

Su

pp

ort

fu

nc

tio

ns

7

8

9

Kiosk (ATG, Siebel)

MVNO (MVNO Webtool)

Oracle Solution Set for Celcom

Mark

et

info

rmation s

yste

m (

EIP

, A

as, 3T

, C

RM

S O

neV

iew

,

Postp

aid

/Pre

paid

OD

S, K

XE

N,

CID

M,

Rete

ntion M

gm

t)

16

Cross-

channel

Customer

and Partner

care

Off

er

an

d P

rod

uc

t In

no

vati

on

Distribution and Dealer Operational Efficiency

Serv

ice I

nn

ovati

on

Integrated

order

fulfillment

Integration Framework, Integration Accelerators



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Game-Changers to help Celcom :

OPTIMIZE, INNOVATE, THRIVE

Improve Customer

Communication, Intimacy,

Experience, Loyalty

Create and bundle services into

market offers to drive revenue

Leverage emerging multi-sided

business models to differentiate

in the market

Enable higher dealer sales

volumes and improve

distribution efficiency

Enable intelligent, real-time

business management

Cross-channel customer interaction continuity

New channels for sales : Online retailing, merchandising

Business Issue Game-changers Enabled

Multi-level distributor-dealer partner care

Dealer systems integrated to supply chain, customer

care

Integrated multi-channel, order fulfillment

Bundling of own and 3rd-party services into offers

Streamlined, “industrialised” product launch process

Intelligent product/offer targeting to customer segments

Accelerate 3rd-party content adoption via Celcom APIs

Bundled offers of traditional and emerging content

services

Real-time decisioning for optimized recommendations

Integrated customer analytics and actioning



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Topics


The Oracle Vision




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• Completed “TMF Conformance

Certification” with the Business

Process Framework version 8.0

• Certification covers 5 L2 and 24

L3 processes

• All Level 3 processes certified

have achieved the maximum

“Level 5” Fully Conformant score

• First TMF certification to achieve

the „Solution Certified‟ mark

• 65 page certification document

with direct references to 100‟s

pages of documentation – which

will be published on

TMForum.org and RODOD

Virtual Briefing Center

Industry Standards : Oracle’s RODOD conforms to TMF Frameworx Only Industry Solution to be TMF-certified

AssessedBusinessProcessFrameworkConformance–ORACLERODOD

BusinessProcessFrameworkProcessElement

AssessedDomain

ConformanceLevel

WithinLevel1:1.2.1–Marketing&OfferManagement

Product/Market NotApplicableforLevel1process

WithinLevel2:1.2.1.5– Product&OfferDevelopment&Retirement

Product/Market ScopePartiallyConformant(2)

1.2.1.5.2–AssessPerformanceofExistingProducts Product/Market ScopeFullyConformant(5)

1.2.1.5.4–DevelopProductCommercializationStrategy Product/Market ScopeFullyConformant(5)

1.2.1.5.5–DevelopDetailedProductSpecifications Product/Market ScopeFullyConformant(5)

1.2.1.5.6–ManageProductDevelopment Product/Market ScopeFullyConformant(5)

1.2.1.5.7–LaunchNewProducts Product/Market ScopeFullyConformant(5)

1.2.1.5.8–ManageProductExit Product/Market ScopeFullyConformant(5)

WithinLevel1:1.1.1–CustomerRelationshipManagement

Customer NotApplicableforLevel1process

WithinLevel2:1.1.1.2–CustomerInterfaceManagement

Customer ScopePartiallyConformant(2)

1.1.1.2.1–ManageContact Customer ScopeFullyConformant(5)

1.1.1.2.2–ManageRequest(IncludingSelfService) Customer ScopeFullyConformant(5)

1.1.1.2.4–Mediate&OrchestrateCustomerInteractions Customer ScopeFullyConformant(5)

WithinLevel2:1.1.1.4–Selling


1.1.1.4.4–AcquireCustomerData Customer ScopeFullyConformant(5)

1.1.1.4.3–NegotiateSalesContract Customer ScopeFullyConformant(5)

1.1.1.4.5–Cross/UpSelling Customer ScopeFullyConformant(5)

1.1.1.4.7–ManageSalesAccounts Customer ScopeFullyConformant(5)

WithinLevel2:1.1.1.5–OrderHandling

Customer ScopeFullyConformant(3)

1.1.1.5.1–DetermineCustomerOrderFeasibility Customer ScopeFullyConformant(5)

1.1.1.5.2–AuthorizeCredit Customer ScopeFullyConformant(5)

1.1.1.5.4–Track&ManageCustomerOrderHandling Customer ScopeFullyConformant(5)

1.1.1.5.5–CompleteCustomerOrder Customer ScopeFullyConformant(5)

1.1.1.5.6–IssueCustomerOrders Customer ScopeFullyConformant(5)

1.1.1.5.7–ReportCustomerOrderHandling Customer ScopeFullyConformant(5)

1.1.1.5.8–CloseCustomerOrder Customer ScopeFullyConformant(5)

WithinLevel2:1.1.1.6–ProblemHandling


1.1.1.6.2–ReportCustomerProblem Customer ScopeFullyConformant(5)

1.1.1.6.3–Track&ManageCustomerProblem Customer ScopeFullyConformant(5)

1.1.1.6.4–CloseCustomerProblemReport Customer ScopeFullyConformant(5)

1.1.1.6.5–CreateCustomerProblemReport Customer ScopeFullyConformant(5)

• TM Forum: http://www.tmforum.org/BestPracticesStandards/CertifiedConformant/10660/Home.html

• RODOD VBC: http://vshow.on24.com/vshow/rodod

http://www.tmforum.org/BestPracticesStandards/CertifiedConformant/10660/Home.html

http://vshow.on24.com/vshow/rodod



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Industry Validation Analysts’ Scorecards

Gartner Magic Quadrant for Customer Service Contact Center

April 2011

Oracle39%

Amdocs13%

Huawei11%

SAP9%

Microsoft3%

Infor2%

Other23%

Total revenue: USD1.06 billion

Customer relationship management market shares by revenue,

worldwide, 20101 [Source: Analysys Mason, 2011]

Gartner OSS Market Overview and Strategic Scorecard (November 2009)



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BSS/OSS Modernisation (Based on Oracle’s RODOD Solution)

Web Portal / Gateways / BPM / Integration

WebCenter Suite

Channel Interaction

Mobile

Device

PoS /

Retail Partners IVR

ATM,

Others CTI

Pro

du

ct H

ub

fo

r

Co

mm

un

ica

tio

ns

Web

Infrastructure

Enterprise Mgr

Enterprise Linux

Database

Cu

sto

mer

Man

ag

em

e

nt

Serv

ice

Man

ag

em

e

nt

Reso

urc

e

Man

ag

em

e

nt

Fulfillment Assurance Billing

BPM

Suite

Fusion

Middleware

Siebel CRM

Order and Service Management

Network

Intelligence

Un

ifie

d

Inve

nto

ry

Ma

na

ge

me

nt

Se

rvic

e

Activa

tio

n

Billing and

Revenue

Management

Service

Assurance

Functions

Cu

sto

mer

MD

M

Master

Data Mgmt

Workforce

Management Mediation Zone

Network Integrity

SDP

Policy Mgmt

Service

Enablers

Service

Exposure

App Server

Content

Mgmt

SD

F Retail Point-of-Sale

System

Golden Gate

Identity

Management

Exadata

Enterprise Performance

and Reporting

Business

Intelligence

Hyperion

Planning

Comms Data

Model

Servers & Storage

Application Grid

ODI

UCM

AIA SOA Suite

Slide 21 Oracle Corporation, Company Confidential

Oracle Core

Component

Non-Oracle or

legacy component Partner component Oracle Tech/MW Components

(current and future)

Case Study 1 : KT



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Base Line

Centre Line

Base of Body-Text with no Sub-Title CRM SalCus

CRMCactus

EAI RCS

EAIBCS

SAS

Prod Cat

CRM Cuba

ServiceProvider Interface

BillingFSS

BillingRCS

OM

Channel

CRM

Integration

Service Order

Management /

Provisioning

Billing

To2 DE FixedTo2 DE FixedTo2 DE MobileTo2 DE Mobile

Telefonica LLU

eCRM

POSPortal

BillingBCS

DSL IF

NW Interface

O2 Fixed Net CRM

Billing

EAIFSS

PartOS

Main systems

containing Order

Management

functionalities

Partial picture*

Partial picture*

EAISeBuLa

Poms

Retail CRM Business CRM

SOA Infrastructure

SAS

Product Catalogue

SP Interface

Unified Billing

OM

Channel

CRM

Integration

Service Order

Management /

Provisioning

Billing

To2 DE FixedTo2 DE FixedTo2 DE MobileTo2 DE Mobile

Telefonica LLU

Channel Business Logic Layer

POSPortal

DSL IF

NW Interface

Central Order Management

PartOS

Main systems

containing Order

Management

functionalities

Partial picture*

Partial picture*

*Excluding prepaid systems and others shared systems

• Order management for complex

bundles

• Architecture and operational

simplification

• Progressive transition

Case Study 2 :

Telefonica

IT Architecture Simplification



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Greenfield Implementation

23

▪ Leverage Oracle end-to-end suite, leveraging Siebel CRM extensively

▪ Pre-integrated solution components lowering risks, complexity and time-to-market

▪ Balance re-use of existing vs new to deliver unique solution capabilities and business

benefits

Case Study 3 :

Telekom Malaysia



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• Industry-leading solutions

• Sound investments, integration strategy and solutions

• Next-generation design, architecture and functionality

• Quality First Development • Raised product quality release standards

• Increased testing rigor

• Common documentation and curriculum architecture and strategy

• Oracle Communications Executive Advisors • Former Telco CIO and Enterprise Architects

• Business and technology strategic relationships

• CIO Forum and Strategy Councils

• Customer Advisory Boards • Customer feedback and involvement in roadmap

• Structured meetings conducted once or twice or a year for each Oracle

Communications product

Commitment to Customer Success

Communications

Industry Investments

and Technology

Commitment to

quality and

robustness

Fora for strategic

engagement

Customer

participation in

roadmap



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communications industry vision and strategy update celcom day

Documents