At the heart of any attempt to generate revenues is the need to monetize new services. Our OSS/BSS/CEM coverage addresses this by looking at the billing and operation market dynamics, and the implications for the customer experience.
After acquiring Brite:Bill, Pontis, and Vindicia in September 2016, Amdocs elected to operate the three digital specialists as independent concerns. After six months, the decision has paid dividends in Brite:Bill’s case with Comcast selecting Brite:Bill for consumer billing presentment applications and Brite:Bill internally developing automatic monitoring and proactive billing resolution innovations.
Amdocs faces portfolio development challenges operating Brite:Bill as an independent entity, including leveraging Brite:Bill innovation into its CES platform and driving Brite:Bill solutions to capitalize upon expanding corporate billing and prepaid billing presentment market opportunities.
After completing the acquisition of Brite:Bill, Pontis, and Vindicia in September 2016, Amdocs elected to keep the three companies as standalone entities. The standalone approach offers competitive benefits such as reducing integration overhead costs and lessening the potential for portfolio disruption. Brite:Bill is showing six months later why Amdocs’ decision to keep its operational independence is warranted. Fresh off winning Comcast’s consumer billing presentment business, Brite:Bill quickly capitalized on Amdocs’ business relations with a top-tier cable operator. Prior to the Amdocs acquisition, Brite:Bill consistently won top-tier operator billing presentment and communication deals, including Vodafone, Sprint, Rogers, and Virgin Media, competing frequently against service billing heavyweights such as Ericsson, IBM, and Amdocs itself. Little doubt this hard-won traction spurred Amdocs’ decision to acquire the company. New Brite:Bill 5.0 portfolio capabilities, such as automatic monitoring of charges liable for dispute and proactive resolution of problematic billing charges that reduce customer loyalty, validate Brite:Bill’s innovation acumen and reputation. However, Amdocs’ progress in leveraging Brite:Bill software innovations into its own portfolio remains unclear and brings to light the concerns attached to the standalone approach. Continue reading “Amdocs’ Acquisition of Brite:Bill – A Six-Month Checkup”→
Nokia will divide up its Mobile Networks and Chief Innovation and Operating Officer units to align with the company’s ‘Rebalancing for Growth’ strategy unveiled in November 2016.
The moves create greater visibility for Nokia’s services unit, and should lead to improved operating efficiency and strategic investment, but significant management changes give the impression of disarray.
On March 17, Nokia announced changes in its organization and leadership team, to better execute the strategy unveiled by CEO Rajeev Suri at the company’s Capital Markets Day in November 2016:
Mobile Networks will be divided into two distinct organizations: Products & Solutions and Global Services. Marc Rouanne will assume control of the Products & Solutions unit, while current Mobile Networks President Samih Elhage will step down. Igor Leprince will continue to head up Global Services and will be added to Nokia’s Group Leadership Team (GLT), an indication of the growing importance of services.
Despite being placed within Mobile Networks, Global Services will house all managed network services and company-wide global service delivery. The Global Services unit will also be responsible for developing a common approach for processes and tools, managing a Services Committee to coordinate services development across different groups, with a common Customer Delivery Manager responsible for managing all services for a single customer.
Global Services will also continue to drive emerging strategic service areas such telco cloud, ‘x as a service’ (XaaS), prime integration and transformation consulting.
The former Chief Innovation and Operating Officer (CIOO) organization will be split into three: A traditional ‘operating’ unit will focus on internal operations, while responsibility for ‘innovation’ will revert to CTO Marcus Weldon and Chief Strategy Officer Kathrin Buvac. Monika Maurer, currently COO of the fixed business, will became company COO; both Maurer and Weldon will join the GLT. (Buvac is already a member.)
• ZTESoft hyped its POWER strategy at MWC17, combining Platform, Omni-channel, Vertical Industry + Value, Experience and Real-time platform capabilities, aimed at operator digital transformation.
• ZTESoft confronts marketing challenges as the POWER label mimics the Huawei’s ROADS framework, confuses the market, and needs policy control and partner enablement validation.
At MWC17, ZTESoft roll out its POWER strategy targeted at operator digital transformation. The POWER acronym takes into account six key elements ZTESoft identified as required for executing operator digital transformation: Platform, Omni-channel, Vertical Industry + Value, Experience, Real-time. ZTESoft showcased its cloud-based ZSmart 9 BSS, ZSmart Digital CRM, ZSmart cvBS convergent billing platform, and ZSmart AnyShare XaaS offerings to demonstrate the POWER strategy’s broad applicability to meeting operator digital demands. However the POWER brand and marketing exercise harbors pitfalls for ZTESoft’s digital transformation global outreach.
• In November 2016, Huawei co-launched the Edge Computing Consortium (ECC) to advance industry-wide openness and collaboration in digital transformation environments.
• However the ECC initiative must expand its membership, increase geographical diversity, clarify its OT and ICT convergence goals, and further differentiate from existing standards initiatives to move the digital ecosystem needle.
In November, Huawei launched the Edge Computing Consortium (ECC) in coordination with the Shenyang Institute of Automation of Chinese Academy of Sciences, the China Academy of Information and Communications Technology (CAICT), Intel, ARM, and iSoftStone. The primary goal of the ECC is to develop a cooperative platform to advance openness and collaboration in the operational technology (OT) and information and communications technology (ICT) industries to stimulate adoption of digital transformation best practices. The ECC views OT, ICT, and operator communications input collaboration as essential in using digital transformation to drive a new phase of industrial restructuring. This restructuring entails automation of industrial processes and increasingly customized and personalized digital services and products. The lifecycle management of digital service operations and edge computing resources sets the groundwork for digital innovation, unleashing new value chains and supply chain efficiencies for ecosystem members. Continue reading “The New Edge Computing Consortium: Ready for the Digital Prime Time?”→
TEOCO recently unveiled its 5G ASSET Design tool solution aimed at driving operator network modelling of 5G deployment scenarios and elevating operator consideration of its overall portfolio for 5G network builds.
The 5G ASSET Design tool counters existing OSS/BSS solutions that include 5G network design and planning tools, creating a time-to-market shortfall for TEOCO. Moreover, the new tool does not paper over TEOCO’s portfolio gaps in driving overall 5G network buildouts.
In September, TEOCO unveiled its new 5G ASSET Design tool solution. The solution addresses the following 5G network design priorities:
– Ensuring smooth transitions from existing 4G network performance optimization planning to the early-stage design of 5G networks;
– Planning 5G networks to ensure the automation of traffic offload processes and maximize revenue capture opportunities; and
– Generating 5G network designs that account for the expected effect of 5G frequency bands in relation to network site and cell densities. Continue reading “TEOCO: Can Its New 5G ASSET Design Tool Ready Operators for 5G Buildouts?”→