G Defining Best Practice in Next Generation Billingg - (or how best to get there)
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Defining Best Practice
in Next Generation
G
Billing
g
(or how best to get there)
Tony Poulos
Head or Revenue Management SectorMarket pressures and
operator responses
Operatting costts
e
perience
vation
Cycle times
Compettition
es
omer Exp
Servicce innov
Volume
t
Prices
Churn
C
Custo
Market change Management response
Copyright TeleManagement Forum 2009 All Rights ReservedTM Forum - here to help
• World
World'ss premier industry group focused on helping drive business effectiveness
• Over 740 member companies with people in 85 countries
Who • Over 100,000 people registered on website
• Focus on reducing opex; improve customer retention; improve time-market for new
services
• Industry collaboration; best practices; standards; conferences,
conferences training
training, research
research,
What publications
• How to use advanced IT to automate end-end
end end business processes and enable new
services
• Collaboration between full digital media value chain service providers; integrators,
How pp
hardware and software suppliersNeed to drive profitability by
managing
i iin 3 di
dimensions
i
• Cut operating
p g costs
• Reduce customer churn
• New service revenuesBut operational complexity
can get you tied up in knots
Rapid market growth – many
short-term ‘fixes’
Poor
Mergers and acquisitions operational
p
agility /
Large legacy base
l
slow tto respond
d
to change
Fragmented investment
strategies
Copyright TeleManagement Forum 2009 All Rights ReservedBack-office systems and
process problems
Cut Lack of end-
end- Disjointed &
High operating Lack of process
operating costs automation
end process inadequate
costs ownership systems
Improve
customer Poor customer ‘Stovepipe’
‘St i ’ Inaccurate
High churn
experience/ systems customer
rates service
information
reduce
churn
Increase Long Inflexible &
disjointed Fragmented ‘Hardwired’
‘H d i d’ &
innovation/ product
departmental inflexible
launch business
reduce cycle cycles processes ‘islands’ systems
time
Copyright TeleManagement Forum 2009 All Rights ReservedNeed a clear target to focus business
operations
Integrated
Business
Architecture
•Simplify complexity
• Integrate
I t t andd automate
t t
business processes
• Share
Sh information
i f ti across
companyHow do you get there?
Define your own target:
• Takes a long time
• Costs a lot of money
• Have to pay custom prices to suppliers
Adopt
p a supplier’s
pp target
g Integrated
• Lock-in Business
Architecture
• Hostage to fortune
• Not supported by other suppliers of SI’s
Adopt the industry
standard target:
• Readily available, free to members
• Complete and widely backed
• Training, support and eco system availableWon’t we end up the same
as everyone else?
l ?
No, the TM Forum business
No
architecture is flexible and modularService oriented approach A service- service-oriented approach is like using building bricks The modules are standard, but you assemble them in a unique way So you get the advantages of standardization and none of the disadvantages
Ready built,
industry defined,
service oriented,
Integrated Business Architecture target architecture
for creating,
delivering and
monetizing digital
services
Business
Process Information
Framework Framework
Integration
g
Framework
Application
It has a wide Framework This approach
range of delivers faster
supporting results and at
services , lower cost than
availability of custom designs
COTS systems and with
ith far
f lower
l
trained developers whole life costs
Copyright TeleManagement Forum 2009 All Rights ReservedIntegrated Business Architecture
Business IInformation
f ti
Process Framework
Framework
Integration
g
Framework
Application
Framework
Multiple layers of abstraction and tools allow organizations to
better understand how to optimize process steps, end‐end.
p of TM Forum’s benchmarkingg services,,
With the help
bottlenecks can be pinpointed . Version 8.0 is aligned with the
IT best practice, ITIL.Integrated Business Architecture
Business IInformation
f ti
Process Framework
Framework
Integration
g
Framework
Application
Framework
Data
D t iintegration
t ti isi att the
th heart
h t off automating
t ti processes and
d
improving the customer experience. A common information
framework allows information from conformant systems to be
easily shared and a common reference point for mapping
information held in legacy systemsIntegrated Business Architecture
The Application Framework provides a common language
between service providers and their suppliers to describe
systems and their functions and a common way of grouping
them. The Application Framework relates closely to the
processes described in the Process Framework and the
Business Services and API’s contained in the Integration
Business Framework.Information
I f ti
Process Framework
Framework
Integration
g
Framework
Application
Comprehensive, Application Framework
Framework defining a common
approach to specifying systems
functionality and naming systemsIntegrated Business Architecture
Business IInformation
f ti
Process Framework
Framework Comprehensive, service‐oriented
Integration
g integration framework with
Framework common business services and
defined API’s
Application
Framework
Modern,
M d service‐oriented
i i t d iintegration
t ti approach h with
ith pre‐defined
d fi d sets
t off
business services; pre‐built API’s and tools allows rapid and simplified
integration of systems in the process automation chain. It also defines
relationships between the Frameworks to ensure that implementations can
leverage the whole architectureSupport
Benchmarking
reports Conferences
Industry
Benchmarking Integrated Business Research
services
Architecture reports
Comprehensive Whit papers
White
website Information
Business
Framework
Training &
Process Webinars
certification Framework Integration
Framework
Procurement
templates
p
Implementation
methodology
Application
Framework Online
Developer communities
eco-system
Software
downloads Best practice
Revenue guides
Developer Catalyst assurance
tools Product technology handbook
certification incubatorsSupport
Benchmarking
reports Conferences
Industry
Benchmarking
Research
services
TM’ Forum’s wide reports
Comprehensive
website
range off supporting
i Whit papers
White
services help
Training &
certification reduce the risks,
risks Webinars
costs and timescales
Implementation
of service p
providers Procurement
templates
p
methodology
transformation
Developer
programs Online
communities
eco-system
Software
downloads Best practice
Revenue guides
Developer Catalyst assurance
tools Product technology handbook
certification incubatorsLeveraging Cloud Support
Services
Benchmarking
reports Conferences
Managing New Industry
Benchmarking
Technologies services
Research
TM’ Forum’s wide reports
Managing Comprehensive
website
Across
range these i
off supporting Whit papers
White
New Services
generic capabilities,
services help
Defense
Training &
certification
we run industry‐led
reduce y
the risks,
risks Webinars
sector initiatives
costs that
and timescales
Cable/ MSO Implementation
ofaddress
service p specific
providers Procurement
templates
p
sector methodology concerns of our
transformation
members
programs Online
communities
Revenue Developer
eco-system
Management
Software
downloads Best practice
Enhancingg Customer Revenue guides
Developer assurance
Experience Catalyst
tools Product technology handbook
certification incubatorsLeveraging Cloud Support
Services
Benchmarking
reports Conferences
Managing New Industry
Benchmarking
Technologies services
Integrated Business Research
reports
Architecture
Managing Comprehensive Across these Whit papers
White
New Services website
Information
generic capabilities,
Business
Framework
Training & Process
we run industry‐led y Webinars
Defense
Framework
certification
sector initiatives that
Integration
addressFramework
specific Procurement
Cable/ MSO Implementation
templates
p
sector methodology concerns of our
Applications
members
Framework Online
communities
Revenue Developer
eco-system
Management
Software
downloads Best practice
Enhancingg Customer Revenue guides
Developer assurance
Experience Catalyst
tools Product technology handbook
certification incubatorsHuge opportunities
and
d change
h are
unfolding
Successful players will be
…move fast those who…
…have leaders …arm
arm themselves with
who can drive knowledge
change
www tmforum org
www.tmforum.org …learn
l ffrom others
h
…have clear and
focused plan …have a clear visionYou can also read
