Welcome to The Cage - a series of interviews where Telesperience questions key figures and thinkers from the telecoms industry. 10 minutes; no questions barred.


In this interview Telesperience Chief Strategist Teresa Cottam  asks Matrixx's Jennifer Kyriakakis about Digital Innovation and how to unlock the benefits of more agile platforms while also lowering costs.




Teresa asks Jennifer:

  • Are CSPs doomed to be bitpipes, prisoners to their legacy systems?
  • While we like to criticise legacy, good legacy is robust, reliable, scalable, and does what it was designed to do. We’ve also spent a lot of money on it. Don't we have to live with legacy for a while?
  • So much budget is tied up feeding legacy that there’s little left for innovation, what can we do about that?
  • How do we reduce the cost of innovation, scale innovation, and experiment more?
  • We hear Matrixx talk a lot about realtime, but isn’t realtime very expensive?
  • Differentiated customer experiences also sound expensive. Can we give customers a good experience while still keeping an eye on support costs? How does the business case stack up for that?

#BOSSfest15 The late sessions

File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


We hope you enjoyed listening to this interview - here are some other recent Cage interviews for you.


Jennifer Fellows on Innovation in Pricing



Telesperience: operational efficiency, commercial agility and a better customer experience

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Jennifer Kyriakakis Matrixx
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Welcome to The Cage - a series of interviews where Telesperience questions key figures and thinkers from the telecoms industry. 10 minutes; no questions barred.


In this interview Telesperience Chief Strategist Teresa Cottam  asks Sipcom's CEO Daniel Allen about enterprise customers, innovation and the Cloud.


Daniel Allen




Teresa asks Daniel Allen:


  1. What opportunities do you perceive the telecoms industry has moving forward?
  2. How do you think CSPs can break the innovation bottleneck so they can innovate faster?
  3. In terms of working with partners, what’s the trick for a successful partnership strategy?
  4. Cloud isn't about technology, it's about delivering the support that’s needed to do better business isn't it?
  5. What's your key advice to CSPs who want to better support their enterprise customers and build new value?



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


We hope you enjoyed listening to this interview - here are some other recent Cage interviews for you.


Jennifer Fellows on Innovation in Pricing


Telesperience: operational efficiency, commercial agility and a better customer experience

Audio Files (1)
Daniel Allen Sipcom interview
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Birdstep's Lonnie Schilling argues that consistent QoS is the key to a successful and lucrative Hetnet strategy.


File:Les deux soers.jpg

Renoir, Les Deux Soeurs, 1889


The use of Wi-Fi to augment cellular began in earnest earlier this decade with the emergence of mobile data offload as a cost effective solution to the capacity challenges on the MNOs’ RAN and backhaul networks caused by rising data traffic. By exploiting the economics of Wi-Fi infrastructures over cellular network expansion or spectrum, the Total Cost of Ownership (TCO) was reduced for MNOs, but often at the expense of both quality of service (QoS) and the user experience. More recently, the likes of Google, MSOs and MVNOs have joined the party by deploying 'Wi-Fi first' business models.


It has become clear that through tighter integration between Wi-Fi and cellular, far greater benefits in terms of RAN cost savings and significantly reduced churn can be achieved. This will come about partly through broader deployment of carrier-grade Wi-Fi hotspots, partly by enabling transparent handover between the two networks and partly through full integration of Wi-Fi with the operators' access networks and policy infrastructure. Lack of the latter has restricted the impact of Wi-Fi on key business measures for MNOs in particular.


This level of integration, allowing the operator to have far greater control of the user experience over Wi-Fi, promotes Wi-Fi from being just a tactical solution for solving temporary capacity issues via offload into a far more strategic technology for MNOs, MVNOs and MSOs alike. A key driver here is the growing challenge of making a profit from simple data access as profit margins are squeezed out by increasing competition and commoditisation (just as they were for voice and texting at an earlier stage).


Operators will be able to deploy HetNets enabling full roaming across cellular and Wi-Fi networks, with hand-offs supported by the Wi-Fi Alliance’s Passpoint. But essential though these are, such standards cannot on their own deliver a fully ubiquitous service spanning Wi-Fi and cellular that delivers a consistent user experience wherever the user is and whichever network they are attached to.


At Birdstep we call this Experience Continuity (ExO), which in addition to roaming between and within different networks through standards such as Passpoint, also ensures that calls, video streams and other activities are completely unbroken and that the user is totally unaware of all handovers without the slightest glitch. Under ExO the HetNet should be capable of automatically transferring users to the best available connection for their applications and devices, subject to the operator’s business rules. In other words, the operator is fully in control of the user experience.


Furthermore, ExO should allow automatic movement between different Wi-Fi networks with no new login required, using permissions already granted. It is important for users to experience the highest level of quality available by taking  quality of service (QoS) levels into account on every network before roaming onto it. These factors have recently been identified by analyst group Rethink Technologies as the second most important factor in attracting and retaining subscribers, after pricing.


As a result, mobile operators in developed economies believe that unified QoS across multiple networks can shave annual churn by an average of 2.2% (according to a Rethink study conducted in 2014). Decreasing churn by two percentage points for an operator with monthly ARPUs of around $40 could yield an additional $40 million in revenue and $22 million in profit over three years, according to a recent study by Xerox technology consulting company WDS (see Understanding Wireless Churn).


An indication of where HetNets are going can be seen by considering deployments in Asia-Pacific, where a number of operators are at the cutting edge of this field.


The trend seems to be towards coupling Wi-Fi and the latest 4G/LTE infrastructures tightly to exploit synergies and achieve economies of scale. China Mobile, the world’s largest MNO, with 810 million subscribers, recently demonstrated the world’s first TD-LTE HetNet in Shanghai, combining LTE small cells with Wi-Fi hot spots in different, aggregated frequency bands. The key to this HetNet is the operator’s own architecture - dubbed 'Nanocell' - which integrates Wi-Fi and LTE with the same carrier-grade functionality across both.


China Mobile is also moving quickly towards a virtualized ‘Cloud-RAN’ in which most of the network functionality of both cellular and Wi-Fi base stations will be executed as software on a cloud server. This enables data capacity to be allocated on demand to both LTE and Wi-Fi cells.


While this may be a long way off for most operators, it highlights the direction for HetNets towards a future where the distinction between Wi-Fi and cellular will become increasingly blurred. Many are beginning to believe this to be the foundation to upcoming 5G networks. That is indeed the objective of the HetNet, with benefits including more efficient use of overall network resources, both wireless and fixed, as a foundation for cost savings, churn reduction and monetization through new models.


Lonnie Schilling is the CEO of Birdstep Technologies. You can follow Birdstep on Twitter @birdsteptech.


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Telesperience's Teresa Cottam looks at data-as-a-product and explains why it's like Marmite.


File:Marmite small v106.jpg 


You've probably heard data declared to be "the new oil" of the digital world. The analogy isn't a bad one - after all, data fuels everything we do in the future.


What this analogy lacks though is the fact that data-as-a-product is a by-product of something else. We're actually using or doing something else, and  data is generated as a result. We've always produced this type of 'waste' data, but now it's the subject of considerable discussion, as both CSPs and other enterprises recognise the value in the data they've been discarding for years.


'Waste' data, as it turns out has incredible value. Now if only we could package it and create some means to sell it - legally, of course - we might be able to move from potential to profits.


I was struck at this point with how much data is like Marmite. Marmite is a quintessentially British product - in fact, a quintessentially Midlands product, since the entire world's supply is made in Burton-upon-Trent. I risk being hanged, drawn and quartered here by the Marmarati (I did not make this up: yes there is a secret-ish group of dedicated Marmite fans, recruited by social media who are called the Marmarati), but Marmite is similar to Vegemite, though many British people would passionately argue it's a superior product.


The point is that Marmite is manufactured as a by-product of the brewing industry - with Burton previously having 40 breweries in the vicinity and hence being the world centre for Marmite production. Marmite, you see, is made from waste yeast, and the output is a savoury spread which seems to divide people into lovers or haters - no-one "quite likes" Marmite.


The first quality of Marmite that makes it similar to data-as-a-product is that Marmite is manufactured from something that is left over from making something else, just as data-as-a-product is a byproduct from something a customer is doing while connected to a network.


Just like data-as-a-product, Marmite is not a single ingredient product. In fact, a mysterious Marmite mix is blended with the basic ingredients to add flavour, depth and so on. It's also "brewed", or whatever the correct term is, for different lengths of time.


Similarly, to turn data into a product, will require it to be collected and sifted, and lookups performed to understand what restrictions have been placed on its re-use or resale by the customer or by legislation. Let's take just one data-as-a-product scenario - using it to match products and make recommendations in context. To do this, contextual data will need to be mixed with other data such as preferences, previous history, creditworthiness, and so on. CSP as well as partner offers or products will then be matched to the insights gained.


Rules will be applied, because multiple and conflicting entities may want access to the customer or their data, and decisions will need to be made about not just who is permitted to have access, but who will be granted access to the data (using business rules). Finally, bills and settlements will have to be sent and made. Analytics will be run to see what the upside was for the CSP, its partners, and maybe even its customers (are they happy?).


Another feature that makes Marmite similar to data-as-a-product is that it divides people. Its recent successful advertising campaign has centred upon how you either hate it or love it. Data-as-a-product is similar. It's likely that some customers will love having more tailored offers, information or products; others will hate the feeling that a machine or a company is now controlling their experiences. You can't make people like Marmite, and you're unlikely to convince some people that a data-driven experience is as great as you think it is. 


Next we get to benefits. Marmite is not only a tasty spread, it's also touted as  having a lot of benefits, because the main ingredient is left-over yeast. Marmite has been claimed to dissuade mosquitoes from biting you, it prevents anemia and it helps the body kill staphylococcus. It can cure hangovers and apparently protects the heart. Even, so concerns have been raised about high salt levels and the Danes went so far as to declare it illegal for three years.


Data-as-a-product will have a similar profile. There are many benefits to the customer of better use of data - not least that it could be used to provide a more delightful connected experience by stopping annoying irrelevant advertising or offers from bothering customers, while giving them more of what they want. But using customer data as a product could also be made illegal in some countries, especially where their explicit permission to re-use insight about them has not been gained.


Here the issue of quantity is important. Too much Marmite is not nice - it is concentrated and needs to be used sparingly. Likewise too many useful insights, helpful offers or amazing data-driven deals will drive customers crazy.


However, one of the interesting things is that both the makers of Marmite, and its customers, have begun to innovate with it: top chefs swear by it as a secret ingredient in basic and signature dishes; while it's now spawned Marmite crisps, mini-cheddar bites and even Easter eggs.


In the same way data-as-a-product will become a secret ingredient to success for a lot of application and content companies, as well as those looking to innovate and differentiate in the digital world. This might take the form of realtime contextualised data or of data insights that can be built into new product offerings.


In short, there is both opportunity and risk in re-using data and transforming it from by-product to a packaged product in its own right. Marmite is made out of waste yeast; but it isn't waste yeast any longer. Just as it had to go through a process to be transformed into Marmite, so data will also need to go through an end-to-end process from collection, to blending, to packaging and delivery in order to be transformed into data-as-a-product. 


As we have seen, data-as-a-product throws up a number of challenges for existing BSS processes and systems, not least how to charge for it within the digital supply chain. This is not just about establishing the right charging parameters - since different types and currencies of data will have different values - but also about managing data-as-a-product in  a legally-appropriate manner, and one that customers understand and accept. Not all CSPs are agile or adept enough to make a business out of data-as-a-product, but for those CSPs that can get it right, data-as-a-product offers a lucrative new source of revenues.




Telesperience: operational efficiency, commercial agility and a better customer experience

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By Annie Turner, Senior Director, Content, TM Forum



Rudolf Rabatin, 2007



All kinds of service providers need to rethink their business models – and fast. New approaches are disrupting long-established services everywhere you look, from Uber, to AirBnb, Alibaba and Facebook – which finally got its mobile act together.


New entrants appear seemingly out of nowhere and all the street protests by incumbents isn’t going to stop this trend. At the same time, consumers’ patience with stuff that doesn’t work well is growing shorter in at least direct proportion to their rising expectations, born out of the convenience, speed and customer service they enjoy from the best digital service providers.


Interestingly though, a disconnect has emerged between the essential component that underpins all digital services – ubiquitous, reliable connectivity, also referred to as the digital dial tone – and the providers of apps and smart devices. The Apple Watch is the most glaring example: basically the attraction of having an iconic, desirable device on your wrist is undermined when it turns out that to make full use of it, it has to be connected (by Bluetooth or NFV) to an iPhone, which in turn is connected to the public mobile network. So now you need to buy and wear/carry two devices?


For instance, Apple Watch offers an accelerometer that can be used to track a runner’s progress or measure how many flights of stairs they have run up this week, among dozens of other things. The accelerometer, on its own, is innovative, but in many instances, it relies on the iPhone’s inbuilt GPS. Put another way, it depends on the non-functional digital dial tone for some functions, undermining its value proposition.


The very best digital devices and services make the non-functional requirements disappear for the user – and this was something of a surprisingly lapse for Apple: A runner shouldn’t have to think about the Bluetooth connection between their iPhone and Apple Watch, or how Verizon, say, hands off the connection between cell towers as they run. But, when things go wrong and part of the run is improperly tracked, those requirements become obvious and annoying.


The ecosystems of device makers, app providers, and digital and communications service providers have some way to go to make all non-functional requirements invisible to users. That’s why virtualization and software-control of network assets and capacity are so critical – they will improve the quality and availability of network assets and the services they deliver, while keeping costs down for the owner of the assets by enabling better use of them.


Once that’s sorted – and it won’t be any time soon as this is no small undertaking, if an essential one – operators should find that they can focus on enabling amazing services for customers. They’ve got a golden opportunity to figure this out in the meantime.


For instance, a use case that’s cropping up frequently is the delivery of relevant, value-add services during high-traffic events. Microsoft demonstrated at the Sochi Winter Olympics in 2014 that working with many broadcast partners, digital and communications service providers could create new revenue streams by selling content from well-known commentators and near-instant replays of key moments to spectators. When done well, this can  provide a terrific customer experience – and one, in this instance, sports fans would be prepared to pay for.


Operators hold the key to delivering the non-functional requirements which support the functional needs of the next generation of market challengers. It’s very exciting to hypothesize about the future of connected devices like the Apple Watch and the slew of wearables that it will help spawn, but without connectivity to the network and between devices, their potential is stunted.


For more about how the industry can collaborate to pave the foundation for digital and communications services, check out TM Forum Inform or join us at TM Forum Live!, taking place June 1-4, 2015 in Nice, France.


You might also like to check out TM Forum’s new report, When will NFV cross the chasm?, based on extensive primary research.

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Chief Strategist Teresa Cottam looks at the generational issues and opportunities arising from the Internet of Things (IoT).



The Umbrellas, Renoir, 1883




Each generation adopts and drives certain communications technologies. This isn't a neat trend, because those notorious 'generations' aren't exact cookie cutters, and in each generation there are leaders and laggards.

But very roughly we can see that:

  • Baby Boomers - could be termed 'Generation Voice' or "Generation Phone" as they drove adoption of fixed phones.
  • Generation X - drove the adoption of mobile, but were really 'Generation Email' and 'Generation Web'. They abandoned paper-based and voice communications to embrace the possibilities of email, and built the Web into the shape we know it today. This generation is quite fond of Skype.
  • Generation Y - took communications a stage further. They are 'Generation Text', 'Generation IM' and latterly 'Generation Social Media'. They are natively mobile and love consuming online content. They invented text speak.


As Enterprises and Service Providers begin to consider what effect Generation Z will have on the workplace and the world of technology, what's interesting is to consider which technology will truly define their generation. My suggestion is IoT; which is why I call them 'Generation Thingies'.


Generation Z is natively social but they are builders and not just passive consumers of content. They see no barriers to making what they want. They communicate in multiple channels simultaneously and are driving a new image-based form of communication.


We need the creativity, insight and enthusiasm of Generation Z - their willingness to see the world in a different way - to mature, expand and experiment with the possibilities of IoT.


Generation X and Y might very well see the possibilities in the IoT, but it is the willingness of Generation Z to reinvent their environment, unrestricted by any norms, rules or conventions that holds such promise. They even communicate in an entirely different way because they blend the real world with fantasy, use tools to superimpose additional elements to video, still images, audio and so on. They communicate using emoticons, images (real and blended) and use multimedia communications.


This is why I believe Generation Z will be defined by the IoT - redreaming the way the world should work and connecting things up to make everything smarter. But don't be fooled, these people are technical pragmatists - if it doesn't work for them they move on quickly. And it's going to be hard for technical companies to meet their needs because they want to rebuild, adapt and reshape their world. So unless you build in the capabilities for them to reconfigure and adapt technology, they're likely to move on - bored by the vanilla.


And please don't think "ha, ha we will get them to build stuff for us!" because Generation Z don't want to work for you. They want to build their own companies: their own loosely coupled organisations that come together for this particular project and then dissipate. And don't presume you can rip them off. These guys are serious about business. They are determined and they know their value.


But read between the lines here: there's extraordinary value to be created from giving them the tools to innovate, configure and personalise. In the pre-industrial age everything was individually created and made by hand. The industrial age introduced mass production to produce more and at lower cost. The digital age will take this process a step further by combining the benefits of artisan production with industrial mass production. The result will be more personalised services and intelligent objects that work, look and respond in the way each individual wants them to.



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig



Telesperience: operational efficiency, commercial agility and a better customer experience

Blog Entry CommentsComments: 1 (Last: Tracy Monday · 5/15/15 1:36 PM)

Welcome to The Cage - a series of interviews where Telesperience questions key figures and thinkers from the telecoms industry.

Jennifer Fellows


In this interview Telesperience Chief Strategist Teresa Cottam asks MDS's Jennifer Fellows about how CSPs can use more sophisticated pricing and charging to better meet customer needs and differentiate from competitors.




In this interview Teresa Cottam asks Jennifer:


  • Do you think there’s scope to change the battle by using more advanced pricing and charging?
  • How can MVNOs use these capabilities to differentiate their offerings?
  • How do you we break the discounting cycle - where do CSPs tart?
  • Have you seen any examples of CSPs getting it right?
  • Do you think there are any lessons we can learn from outside telecoms – which companies or industries could we learn from?
  • Top tips for smarter pricing and charging


File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


Telesperience: operational efficiency, commercial agility and a better customer experience

Audio Files (1)
Jennifer Fellows MDS interview : Innovation in Pricing and Charging
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Bob Barrows looks at the requirements to maximise monetisation in the Connected Economy.


Israels Isaac - Shop Window.jpg

Shop Window, Isaac Israels



Connected services have become a way of life for consumers and enterprises.  M2M, IoT, Subscription Services are now main stream.  Gartner estimates that by 2017, connected services will account for 15% of service provider revenues, creating a $225 billion market.  This revenue projection offers unprecedented opportunities for enterprises, connected goods, and digital service providers…and the growth opportunities are ready now.


The evolution to a truly connected economy is resulting in consumers expecting an infinite array of personalized ‘on-demand’ services, ‘always open’ store fronts, and ‘accessible anywhere’ delivery channels.  This has resulted in the need for a much broader set of sales and billing types.


Many businesses that supply Content-on-Demand, Software, and the routine services consumers procure every day have tried moving from a one-time sales model to a subscription model.  However they quickly found that subscription models, while initially helpful in securing longer term predictability, do not allow for true maximization, personalization, or the flexibility needed to adapt to the consumer's constantly changing needs.  


To be successful, businesses must focus on monetizing their customers rather than starting with their products. And to truly achieve a level of differentiation and growth, businesses must find ways to get customers to ‘subscribe’ to their products and services, while also selling additional services.    


A simple analogy: a coffee shop offers a monthly discounted subscription plan for a cup of coffee a day.  This ensures a predictable revenue stream and encourages loyalty—the subscription economy at its best.  However, this model leaves business on the table.  The new differentiator is the ability to upsell that customer each day when they come in to pick up their coffee with additional offers such as discounts for breakfast, pre-made lunches, or any other item the customer would not be interested in subscribing to. 


In the connected economy, this case is put on steroids.  And the need for truly effective and scalable monetization systems is critical to ensure a connected business can achieve this state of true maximum monetization of their consumers.


As such, attempting to satisfy users’ growing demands for new services, innovations, and sales types have presented challenges for the operation of back-office systems that are necessary to support the demands of customized, always-on, and constantly evolving services.  As a result, enterprises and service providers may be hindered from embracing all that the connected economy has to offer.  In addition, these digital and connected services are also being launched into an increasingly price-sensitive competitive landscape, amidst a customer base that no longer holds a strong allegiance to its suppliers. 


Optimizing the revenue opportunities of the new economy that is taking shape today—a combined subscription and consumption business model—requires a sophisticated monetization engine.  This engine must support dynamic rating and pricing models, robust order processing, tracking variable usage, properly billing for services, analyzing utilization patterns, and uncovering new business opportunities—all while being future-proofed for a growing enterprise and a constantly evolving consumer. 


These features are essential and many forward-looking organizations are turning to the cloud for the agility needed to manage their billing and customer care solution for seamless revenue optimization.  The cloud offers the choice to either outsource the entire operation or implement a Software-as-a-Service (SaaS) model to benefit from new technologies that can deliver out-of-the-box agility and optimal operational costs.  Both offer the sort of robust monetization engine the connected world requires. 


A cloud-based strategy offers organizations numerous benefits.  These include keeping their focus on the customer and delivering solutions more quickly and cost-effectively via a tailored approach that not only meets their specific business needs, but offers the flexibility and scalability to keep pace with their customers’ constantly expanding needs.   


As cloud operational designs become more mainstream, there are four key reasons organizations should consider a cloud-based approach. 


Reduced and More Predictable Costs

The benefits of moving billing services to the cloud include reduced costs (ie no up-front CapEx investment from hardware purchases) and redeploying in-house resources (eg reduced OpEx spending as IT functions are outsourced), freeing up time and resources to focus on growing the business.  A cloud-based approach also delivers the benefits of more predictable costs over time, a key consideration in today’s world of thinner margins. 


Improved Focus on the Business = Enhanced Competitive Advantage

Considering the requirements for more sophisticated billing, order management and customer care capabilities that the connected world requires, few organizations have the bandwidth or expertise to dedicate critical resources to these equally critical functions.  Leveraging a cloud service provider to host customer and revenue management systems allows enterprises to focus on business growth opportunities and accelerate time to market for new services, which leads to a competitive advantage in the fast growing connected marketplace.


Increased Customer Satisfaction and Marketing Flexibility

The cloud offers organizations the opportunity to more easily deliver innovative services, pricing strategies, billing, charging and service management to customers.  With a cloud-based approach, organizations can also tailor promotions and services based on account profile and provide flexibility and self-sufficiency for complete account control.  All of this helps enterprises and service providers increase subscribers, offer more account transparency and build satisfaction. 


Technological Advantage

Certain Cloud-based solutions can also deliver the robust functionality and scalability previously available only to large enterprises, but now in the form of “lite”, agile and flexible platform, offering account access and revenue management anywhere and anytime. This is a key consideration for certain enterprises such as retail organizations.  A sophisticated cloud solution also offers the ability to rapidly deploy new business models with the confidence that the customer care, ordering and billing system can handle any service type, scale to any volume, and ensure security with data center redundancy and best practices in place to minimize the risk of data breaches. 



The connected economy is dictating a new path forward for enterprises and connected service providers requiring the ability to support dynamic pricing, reliable fulfillment and failsafe revenue optimization - all delivered from an optimized & scalable platform.  It is these new operational challenges that must be addressed to keep pace with escalating customer demands, intensified competition and the never-ending need for organizational growth.


A proper cloud-based monetization approach creates a win-win for enterprises and global service providers to nimbly satisfy consumers’ appetites for hyper-connected services, while benefitting from faster time-to-market, reduced costs, improved customer satisfaction and a real competitive advantage.


In today’s connected world, the benefits of a sophisticated cloud can’t be ignored. 


# # #


Robert Barrows is VP, Head of Enterprise & Cloud Monetization Products & Strategy for Comverse Kenan, a leading provider of carrier-grade cloud-based enablement and monetization solutions for growing enterprises and digital service providers. 



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


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Matrixx's Dave Labuda looks at pragmatic approaches to leverage legacy investments while also benefitting from digital.



Axentowicz Old man and a ghost.jpg

Teodor Axentowicz, Old Man and a Ghost of a Young Girl





The topic of Digital Transformation is hitting fever pitch this year and everywhere you turn there are studies, reports, recommendations and confirmations about how CSPs must embrace Digital.  Monetize, capitalize, and delight your customers through online digital experiences that will enhance your brand and your revenue! 


But despite all the sweeping proclamations, we all know that the telecom industry does not cater to sweeping, fast-paced transformations.  E-care, Omni-channel marketing, contextual offers – fantastic – but how does all this ‘out with the old – and in with the new’ really work? 


CSPs have invested hundreds of millions of dollars in existing IT infrastructure which cannot simply be ‘replaced’ or ‘transformed’ at the speed of light to keep up with the pace of digital consumer evolution.  So how do CSPs ensure a successful digital future while preserving legacy service revenue and the systems that they’ve invested so heavily in and are still dependent on to run their business?


Business transformation requires investment in new technology and new capabilities to drive and support automation, operational process redesign and new business model development.  But finding and leveraging new technologies that cater to digital enablement does not require an end-to-end IT transformation project.  We are especially skeptical of these behemoth projects, which tend not to deliver any type of measurable results within a reasonable time frame, if at all.  


Some CSPs are taking a different approach and looking at specific areas where the biggest improvements can be made around service delivery; simplification and effectiveness of customer interaction; and cost reduction of existing old world processes and systems, such as order management and customer support.  New capabilities can then be injected into the IT infrastructure where needed and in areas that will produce a quick and measurable ROI versus swapping out entire legacy ecosystems. 


This more focused, surgical approach shifts the balance away from large, multi-year projects to shorter, sprint-like programmes that deliver new capabilities every few months.  Vendors who are building solutions for CSP digital enablement must change their monolithic approach and think about building solutions that serve as bridges between legacy and digital rather than as wrecking balls.  


A solution that ‘bridges’ the gap between old world and digital lays the foundation for long term business change without massive disruption.  These solutions come with an ‘insurance’ of sorts to protect existing assets while providing the future platform for digital.   They are designed to interwork; not to replace.  This more componentized approach enables CSPs to leverage their existing systems for what they are good at, while protecting them from things they weren’t designed to handle.


There are multiple examples of how this can be achieved with unified policy and charging. From a network perspective, deploying a modern real-time charging and policy solution not only provides new capabilities for monetization of data services, and customer personalization - but the charging engine can actually absorb much of the chaos that LTE traffic can cause to traditional signaling interfaces.  Through proper quota management, the OCS can reduce signaling and authorization requests that are putting stress on network gateways and communication interfaces between existing OCS/PCRF and mediation systems.


A well designed charging engine can absorb the network traffic, and aggregate the myriad of charging event records into a more manageable number of coherent billable events.  For example, aggregating hundreds of charging records produced by a YouTube session down to one billable record for the whole session.  By reducing EDR loads and providing intuitive billing records, existing billing systems and data warehouses can continue to operate as they do now without being overwhelmed by the immense traffic growth and exceedingly detailed network information that LTE and connected devices are generating.


CSPs leveraging unified policy and charging technology also benefit from new product catalog and pricing capabilities so they can roll out advanced propositions such as app-based pricing, sponsored data, and dynamic sharing without having to replace traditional CRM and product catalog components - thus extending the life of these assets while breaking free of the constricted, traditional CSP pricing models.


Finally, by inserting a real-time policy and charging engine into the existing BSS infrastructure, CSPs now have the means to serve digital self-care channels, as well as reduce the burden on call centers. As digital offerings get more sophisticated and personalized, and the average customer is managing more devices and options, the traditional customer care channel can be protected and even optimized instead of being overrun by increasing levels of customer interaction.


While there are different approaches to digital enablement and transformation, much of the journey depends on the starting point.  While wiping the slate clean and bringing up an entirely new digital infrastructure sounds sexy and appealing, for most CSPs it’s just not possible. Vendors in the space should consider how the solutions they design can provide automation and agility while shielding legacy assets from the requirements of the digital economy - so CSPs can continue to leverage systems where there is no business case for replacement.


You can follow Matrixx on Twitter @matrixx_sw or Matrixx's @jenniferkyriaka





File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig

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it's Thrifty Thursday and Chief Strategist Teresa Cottam looks at whether it's possible to have more agility, commercial impact and a better customer experience for less money.


Jean-François Millet (II) 014.jpg

Jean-Francois Millet, Waldarbeiter beim Holzsägen, 1850-52



If you live in Europe then I don't need to tell you that it's been tough for the last seven years. Economic conditions have been hard in the wider world, and this has been reflected in the telco world. It's also been exacerbated by high levels of competition and falling prices due to regulatory intervention.


The response of European telcos has been two-fold - firstly to try to reduce their costs (with mixed results), and secondly to try to reduce competition resulting in M&A to reshape the market.


For a long time the biggest topic of conversation in Europe has been cost reduction. It's now such a basic requirement that it's just table stakes. But other world regions haven't experienced the same downward pressure on revenues, so for them these stringent cost reduction requirements are more novel.


What we've learnt in Europe though is that cost reduction alone won't solve the problems CSPs face: they have to focus on revenue generation as well. In addition, overly focusing on cost reduction can deliver extremely negative impacts on the CSP's ability to function. Sometimes it just shifts cost around between cost centres, rather than resulting in overall spending drops.


But what about legacy systems and how these contribute to cost? If we cut them out won't our OPEX drop?


Legacy is very much maligned, but a significant proportion of legacy does what it says on the tin. It does its job well; it's just not flexible enough to do other jobs.


The next criticism, of course, is that it takes up too much of the IT budget, leaving little for innovation. There's some truth in this; but since IT budget is an arbitrary thing, isn't it also true that it's been designed for legacy costs with a little over and above for innovation? Therefore the percentage left for innovation has largely been designed in too. Of course, that doesn't suit vendors who need the spare cash to be significant enough so that they can sell more kit to the CSPs - hence the squealing over legacy costs.


It is true though that modern software systems and approaches can cost less to run than legacy. New methods of buying software - such as SaaS and Cloud - can also lower the cost (at least the upfront cost). More modern systems also enable easier configuration rather than requiring hard programming, which means they are cheaper to change and more flexible. But while many are quick to point out that modern systems are cheaper, this isn't the whole truth either.



New systems may cost less to run as a discrete entity, but many are just accretive on cost since the legacy is not turned off, and implementation, integration and maintenance has a cost too.


Likewise, not all "new" systems are actually new. Some are pretty old at the core, and have had so many facelifts, fillers and innovation injections (think botox), that while they look pretty good in a certain light they're actually frozen in time conceptually.


For greenfield CSPs the chances of getting more for less are pretty good - if we're benchmarking this against what you would have got say 5 years ago. For those with significant legacy there are methods to help reduce costs while improving performance. These methods should always start with the customer experience though, and not with internal objectives. 


While it is possible to have your cake and eat it, for established telcos it's unlikely that costs will be reduced to their lowest possible level due to the requirement to maintain legacy and also because it's not the most important factor they have to deal with (revenue growth and subscriber retention are far more important in my opinion). In fact, IT costs may appear to be going up simply because revenues aren't. That is, they're no longer aligned as a proportion of revenues.


As I have mentioned, what something is costing your business largely depends on your perspective in any case. The IT might be cheap to run, but if customers are complaining then you're not minimising your costs, you're just moving them somewhere else. You're also costing the business even more because unhappy customers churn, tell their friends and don't spend money with you. Opportunity costs are usually far higher than operational costs; but of course few CSPs look at it like that.


Peter Bowen conceived the concept of IT renovation - whereby we don't throw away legacy but simply do it up a bit. This acknowledges that a legacy system is never going to be a piece of modern, designer, funky chic, but that it can still have a function. The trick is making legacy and new blend and look good together.


In short, my top tips are not to become obsessed by cost cutting. Be a surgeon not an axe murderer. If you do need to cut costs then think about any cascade effects and understand what opportunity costs and customer impacts are likely. Cost cutting should also be undertaken on an enterprise-wide basis to avoid the "pass the parcel" effect of moving cost from A to B without reducing the overall cost impact, and to stop managers protecting their own kingdoms at the expense of others. All costs are not equal - some kingdoms could be cut entirely without a negative commercial or customer impact; others could be pruned a little; and some actually need more budget. These decisions shouldn't be made due to historical reasons or emotional reactions - they should be made on the basis of rational business thinking.


Importantly, cost cutting should actually be done in conjunction with improving service levels - if you can save money and improve customer experience and commercial agility then you've found the right place to cut.

A better way of looking at this whole issue though is to focus on reducing wastage rather than costs. And to focus not on the cost itself but on how this "investment" (which is what it really is) is contributing to the customer experience delivered and the revenues derived.



You can follow Teresa on Twitter @teresacottam



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


Telesperience: operational efficiency, commercial agility and a better customer experience

Blog Entry CommentsComments: 1 (Last: Snowden Burgess · 5/14/15 11:00 PM)

Pia Lukkarinen, OSS Portfolio Marketing Manager at Nokia Networks explores how CSPs can save energy and make their OSS greener.


Lionel Constable - Cloud Study - Google Art Project.jpg

Lionel Constable, Cloud Study


One of the hottest social media discussion earlier this year centered on the colours of a dress, and whether you see it as blue or white with black stripes. But let there be no illusions regarding the colour associated with Nokia’s Operations Support Systems (OSS) in the Cloud. It’s green. At least that’s how we see it. Here’s why.


Virtualized OSS requires less energy

Virtualized OSS software applications do not require their own dedicated hardware for each product: they can be combined on the same server. Fewer hardware elements are thus needed - up to 30% less in a multi-product environment. Less hardware requires less space, which also means that data centers can be smaller. And we all know that every m2 has a price tag. The color of the resulting decrease in energy consumption and cost metrics is definitely green.


One part of the virtualized OSS is the iSON Manager, which is a tool for network operations and maintenance to automate operations in several ways. One way is to decrease the amount of energy used by networks. In a pilot project, Nokia iSON Manager helped Korea Telecom save 40% on its consumption by shutting down particular frequencies when they weren’t needed. Such a cut in energy usage, which is managed by a cloud service is most definitely green.


Ecological cooling and utilization of waste heat

The construction of multifunctional data centers can be also planned with a green philosophy. Data center servers accumulate heat and require cooling. One example of what we’re doing here at Nokia’s premises in Finland involves the water we use for the cooling process. We recapture any wasted heat, which can then be reused in nearby hospitals, schools and other facility heating systems. Green OSS therefore supports not only our data center but also the wider community.


This interconnected district cooling and heating system was introduced in Nokia Tampere, Finland. If it were globally deployed to data centers around the world, energy savings would be equal to the output of a hundred nuclear power plants.


The virtualization of OSS requires that processes, use cases and competences are evaluated and re-defined. The more software involved, the more we can make the network a programmable world where automation serves both network operators and their customers. Combine the benefits of data centers with the evolution towards automation, and you’ll see just how green the OSS Cloud can be.


What green opportunities have you identified in your networks?



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig

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Chief Strategist Teresa Cottam looks at why IoT and IoE strategies will not be maximised until more female perspectives are embraced.


File:Julius LeBlanc Stewart - Les Dames Goldsmith au blois de Boulogne en 1897 sur une voiturette.jpgJulius LeBlanc Stewart, Les Dames Goldsmith au bois de Boulogne en 1897 sur une voiture



I've worked in telecoms and IT for a long time. When I started my career it was normal to have to put up with half dressed women at shows who were solely there as eye candy for the largely middle-aged men.


This may have become less socially acceptable in mainstream shows, but there is still a huge disparity in vast swathes of the technology world between the numbers and influence of smart women compared to the numbers and influence of smart or even mediocre men.


This year's Mobile World Congress was no exception. I managed to avoid being asked to make coffee or pass a free giveaway to someone because, as a woman, I was "obviously" stand staff. I was relieved to see there were no women dressed in revealing clothes or with bar codes temporarily tattooed on their chests, like I'd encountered only three or four years ago.


Despite my complaint of being asked to make coffee, I have encountered little hostility in the industry from men. The vast majority are grown up and smart enough to treat people on their merits. All of my mentors, advisers and cheer leaders have been men. As Jennifer Fellows mentioned, I've had more snide comments over the years from other women than from men. In fact, most men I speak to believe the industry should have more women in it. (I'll let you into a little secret here - they actually like women! - so why wouldn't they want more in their working environment?) So why then does the industry not attract more smart women or retain more of the ones it does attract?


Partly, as Jane Rygaard said this is to do with the education system, which in some countries subtlely or unsubtlely still directs girls towards subjects and careers they deem to be more suitable to feminine minds. The perception that maths, science and technology is for boys persists. And that's why the GSMA's programme for children - Mobile Explorers Camp  - and initiatives such #ICTgirls, coding clubs and so on are so important. Both men and women in the industry need to show our daughters and other girls that the technology industry is fun, fascinating, and a great career for both men and women.


This is also essential for the Connected Future, because the fact is that women bring different perspectives to bear than men. Maybe, for example, we can improve the way we as an industry tackle innovation if we have more women asking "why?" and dampening a little of the testosterone-fuelled enthusiams of men building things just because they can. By combining the what and the why we'll surely have better outcomes?


One example of where women are needed in much bigger numbers is the Internet of Things. I don't feel that I'm over-egging it to say that IoT simply will not reach its full potential until we have more women and family-centric perspectives incorporated into its development. We need women to design the Connected World the way they want it to be - otherwise, it will be like that really high shelf that your partner put up which is the perfect height for him, but which you'll have to get a step ladder out to reach.


So my thesis is that the IoT would be developing differently if there were more strong female voices. My hope is that the non-telecoms brands that are pushing IoT have a tradition of listening to the female consumer and meeting her needs. A good example of this was the Oral B connected toothbrush which was laughed at by a good many men I encountered. They thought it a silly toy that was totally unnecessary - overkill. However, when I quietly explained that it wasn't about the toothbrush, it was about dental hygiene as-a-service - combining insight into how well you cleaned, diagnosing any problems earlier, choosing the right toothpaste and mouthwash for your needs, including free check ups, reminders about your appointments, and the supply of all the things you need for true dental hygiene. Suddenly their eyes lit up. It's about connecting disparate elements into a solution, I said. Yes, now they got it. 'What mother or father wouldn't want that for their child if it led to fewer cavities in their kids' teeth?' I asked. Bingo, they could see the money.


Connected cars, faster and faster download speeds, more and more powerful handsets - this is all great, but actually it's old hat. We know how to make things faster, bigger, stronger. We understand machines. Where the industry lacks insight is in the quiet everyday things that will revolutionise our lives and the revenues of those clever enough to spot the opportunities.


I thought one of the best things this year about Mobile World Congress, was when Jennifer, Tracy, myself, and some other smart women got together just to be 'silly' about tech and play with fun ideas. Sure we were joking about connected clothes, but it was also apparent that we thought and innovated differently to men. Harnessing the imagination and skills of #womenintech will not just temper excesses and reduce risks on all-male boards; it will also massively boost the ideas and creativity of our industry. Other industries already get this and either have, or are rapidly encouraging, more participation of women at a senior level.


So unless we want to be out-competed and relegated to the basement of the IoT world, we need to make better use of the smart women we have, and encourage more of them to come into and stay in our industry. Half the consumers in the world are female; it's important that in the technology world we embrace their perspectives and understand their needs better.


You can follow Teresa Cottam on Twitter at @teresacottam 


File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


Telesperience: operational efficiency, commercial agility and a better customer experience

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Jane Rygaard argues that by focusing on technology 'whys' we'll actually attract more women to our industry.



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William Bouguereau, The Shell, 1871




I have to admit that the industry’s recent activities to embrace and encourage the female voice in ICT really got me thinking.


One example was the #ICTgirls activities, which Nokia and other key players hosted for many young female students around the world. While I’m happy to see so many fantastic initiatives to include young women in telecoms, I’m concerned as to why we aren’t able to keep their interest long enough to see the number reflected in employee figures. Today, women make up about 20% of the ICT workforce on average. This is the case for Nokia Networks, and I am happy to report that this average is also reflected at the leadership level.


Celebrating girl power and power ICT users at Nokia Networks open house in Munich. Talking shop on 5G and Telco cloud with #GirlsinICT


Interestingly, the current trend in the European Union finds an increasing amount of girls in the Science, Technology, Engineering and Math (STEM) classes at the high school level – even beyond the 50% mark in northern Europe. However, these numbers are not reflected in uptake at the university level with women bypassing the science education route and therefore not reflected in our industry employment figures either. You might ask, why do we need a higher ratio of women in ICT? In my opinion, it is not about the ratio, but about ensuring that we don’t lose out as a society by not attracting ALL of the innovative young talent, both male and female.


So why are women not flocking to ICT? Personally, I believe it is exactly a matter of ‘Why’. As an engineer, I love technology, but as a woman I am not very enthusiastic about it if I don’t see the purpose - an understanding of ‘why do we need this?’


Traditionally, we have talked about technology for the sake of technology. Think back to the initial 2G roll outs in our industry. There wasn’t a lot of discussion about what it should be used for. We built networks and made them faster because we were able to. Fortunately, this has changed over the last few years, and we're now asking more of the right questions such as what we will use the technology for. For example, when we use Customer Experience Management (CEM) for getting the experience and service right for the end-user.


Ironically, if I consider the area of CEM and OSS – I do see a higher ratio of women engaged with these topics than the industry average. This convinces me that we can attract and maintain the interest of women in telecoms, if we can concentrate on highlighting the ‘Why’ vs. the ‘What’ - in other words, on the human possibilities of technology.


This also brings to mind our industry’s hottest topic right now: 5G.  I consider it real progress when I hear the discussions actually start from how we can expand the human possibilities of technology (#maketechhuman) rather than what kind of technology we need to deliver them. If we are case driven in our approach to technology innovation, then I believe we’ll attract a higher percentage of the brilliant minds of the world, both women and men – to telecoms.


You can follow Jane Rygaard on Twitter @janerygaard


File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig

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by Jennifer Fellows, SVP Product Management at MDS



John Everett Millais - Spring (Apple Blossoms).JPG

John Everett Millais, Spring (Apple Blossoms)


It may be that I survived over 20 years in telecommunications because I grew up as an only girl in a household of three brothers, and with a father that encouraged me to stand up for myself. As a young girl growing up, I had to find my way in an environment of non-stop sports, dirt, fighting and testosterone. Looking back now, that environment may have been the best preparation to be a woman in telecommunications.


Starting work right after college, I joined a large technology company.  At that time, I was just one of a handful of young woman joining an established, male-dominated organization. Quickly, I realized that adjusting to the ‘all-boys club’ took a thick skin, perseverance and getting over the never-ending wardrobe comments! Not unlike my teen years with my brothers. But one thing was a constant – if you could deliver your projects on time and with quality, then your gender became secondary.


But let’s be real, there were many difficult times. Evidence of the sexist culture I worked in came out in comments made by my manager in a performance review. After a good review, it wrapped up with the statement that I would move up in the company more quickly if I put my hair in a bun and wore brown suits. Well, I don’t particularly look good in brown, and my long wavy hair could not be cajoled to stay in a bun past the first morning meeting!  Nonetheless, I showed up the next day in my bright red dress, and pushed on, letting my hard work take the focus off my seemingly career-limiting fashion choices.


Some of the most engaging mentors in my career were men. Many of these men had daughters themselves and wanted to set a tone of inclusion and professionalism. Some just did not care about gender and wanted to provide business guidance and support to young professionals. No matter the driver, they helped me immeasurably. Interestingly, other women were often the bigger issue.  There could be jealousy and backbiting if you got a top project or a promotion, which was disappointing when women should have been more supportive to each other.  


My most recent mentor was a woman on the executive team. She had the ear of the CEO, swore like a truck driver and would ‘tell it like it was’ regardless of political correctness. She was both refreshing and frightening.  She detailed the challenges she faced in a male-dominated environment. Her view on manoeuvring through the sexism was simple – stay true to yourself and the right things will happen.


As I look back on my time in the industry, I can say that I followed that directive. Believing in yourself, keeping focus on the right things, staying driven and treating people well is what really matters in succeeding at work.

And after many different roles and managers, I still don’t own a brown suit. And I hope I never have to!





File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


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Telesperience Chief Strategist Teresa Cottam looks at the business value of kindness, and explains why customer experience is a philsophy not a technology.


 John William Waterhouse - The Soul of the Rose, aka My Sweet Rose.JPG

The Soul of the Rose, John William Waterhouse





I write about the customer experience a lot. I've written about different components of it, how companies can improve it, what bad and good experiences look like, and how we can utilise customer experience to differentiate and create greater business value.


I try to explain to large companies that a great customer experience begins with efficiency, and technology can certainly do a lot to help in terms of doing the heavy lifting. It can also help in getting the business to understand its customer better - via analytics - what they're doing, where they're going, what they like or dislike etc. But technology will only take you so far. To create an exceptional customer experience requires what the South Americans call "salt and pepper" - it requires an element that lifts the bland and turns it into something extraordinary and memorable.


Customers have become used to the faceless, standardised, mechanised way that large businesses take to providing their customer experiences. These businesses might want your money, and may put on and act of understanding you, but they quickly turn out to be distant, inflexible and self-serving. The processes they use to deliver consistency actually result in unfairness and unpleasant experiences. 


In the CSP domain this means operators don't contact you until the contract is ready to be renewed (distant), won't go that extra mile to help you because "that's not our process" (inflexible), and are only interested in maximising the amount of money they can squeeze out of you (eg self-serving billshock).


The willingness to exploit customers or only give them the bare minimum you can get away with is indicative of an exploitative relationship with customers that drives them mad. What's more, you're not really getting away with anything, because customers are always aware that you only do the bare minimum and given half a chance will rip them off.


You can measure whether you're delivering against the basic level of service you said you'd provide until you're blue in the face - it still won't deliver an exceptional and differentiating experience, merely an average one.


That's why I always advocate that customer experience is a mindset, a philosophy. It doesn't start with measuring, but with a commitment to be a certain kind of company and provide a certain type of service to your customers. It stems from not just being able to identify the type of customer you want to serve, but having a deep understanding of what they value and  how you want to behave towards them.


When we start from the viewpoint of measurement we always find there are elements outside whatever we're measuring that undermine the good stuff or create negative experiences. "But we're not guaranteeing that," is the hollow cry of a company that's wriggling on the customer experience hook.


Companies that put their customers first are kind and generous to them. They not only want customers to be net promoters of their brand, they also feel loyalty, love, empathy and passion for their customers. This begins with a C-Level commitment to provide a certain type of service and the resulting philosophy lights up the entire organisation.But behind these ideas is the recognition that this behaviour delivers significant business value.


The behaviour these companies exhibit is to simply model how we tell our children to behave - they resolve problems with fairness, discussion and generosity. They treat everyone with politeness. They reaslise that kindness is its own reward.


And customers are not the only people treated better by emotionally mature companies (EMCs). They also treat their staff with kindness. They trust that staff know what's best for both the business and the customer, and give them the autonomy to act in the right way. They believe that kindness is its own reward, and understand that most people like to do business with those they like and trust, and reward kindness with loyalty. Since they value and like their employees, they treat them well, knowing that happy employees will treat customers well too. And they'll stay with the business longer, reducing training and recruitment costs.


A few years ago I read a study by Young & Rubicam which showed that several brand attributes that used to be valued had declined in value as a result of changes since the recession. For example, "exclusive"  was down 60%, "sensuous" down 30%, and "daring" was down 20%. Of the other hand, "kindness and empathy" was up 391%, "friendly" was up 148%, and "socially responsible" was up 63%.


This isn't rocket science: arrogant exclusivity isn't a substitute for friendly kindness in most people's book. Do you do business with someone because they're arrogant or because they understand you and are kind?


Some companies understand the power of kindness all too well, and even in our industry there are examples of companies that aim to be kind.  Guernsey-based telecommunications company Sure famously have a marketing budget for Random Acts of Kindness. OSS vendor Sigma Systems recently won a couple of awards for being a great place to work. Its benefits include fresh fruit every day, a fridge full of cold drinks, a free breakfast on Wednesdays, ice cream on Thursdays and a cake on your birthday. These quirky little touches set it apart, creating a homespun feeling that is nevertheless endearing.


The day of the faceless, standardised and fake customer experience is over. Either you really care about customers or you don't. You can't be half hearted about it or pretend that you do but then treat them badly because your kindness, funkiness, or principles are siloed or bound up in T&Cs. Fakery, lies and insincerity don't cut it with a generation of customers who have been brought up to detect photoshop trickery from birth.


So let's start with a few home truths:

  • Business doesn't have to be hard and exploitative. Softer qualities resonate more with informed customers who want to do business with brands that are more like them. The nice guy used to finish last, but the exploitative "dog eats dog" business model belongs where it started, in the 1980s.
  • You can call them subscribers, consumers or anything else you like, but actually they're human beings who make complex choices each time they decide to buy from you.
  • People like to buy from people and companies they like.
  • You can't fool customers into anything. They're actually pretty shrewd and each time you lie to them, nickel and dime them, or try to pull the wool over their eyes you undermine the relationship you have with them just a little more.
  • Sincerity is very important in the social age. Customers can smell exploitation, fakery and the peculiarly slick smell of marketing a mile away. Brands need to resonate and genuinely engage with customers, and that takes humans and human ideas, not just systems.
  • Businesses need to put systems where they add value in terms of doing the customer experience heavy lifting. They need to point people where they add most value, which is basically behaving like a human and interacting with humans.
  • Rules are to be broken. Humans need to have the authority to override processes and policies when needed. Rule breaking can make a customer feel exceptional and special.

What kindness have you experienced from a business, and how did it make you feel?



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig



Teresa Cottam is the Chief Strategist at Telesperience and you can follow her on Twitter @teresacottam



Telesperience: operational efficiency, commercial agility and a better customer experience

Blog Entry CommentsComments: 3 (Last: Teresa Cottam · 5/13/15 10:52 AM)

By Shelley Schlueter at Nokia Networks, Head of CEM Product Marketing

Twitter: @sschlueter



Karl Witkowski, Happy Days, 1909


Yes, the telecom industry can do today what the internet (OTT) players like Amazon have already done for some time. Customer Experience Management (CEM) started in telecoms a few years ago as a technical conversation about how to make the most of the data operators already had in order to improve the customer experience delivered.


As the technical aspects of data and analytics are maturing, the conversation has moved to the business side of the house. Operators can now take advantage of this across their entire organization, whereas few were ready to embrace such a broad concept at the outset.


Nokia introduced predictive marketing at Mobile World Congress this year, an offering combining network and care analytics with prediction and a real time flexible marketing campaign tool. It certainly sparked a lot of compelling business- and process-related discussions with our customers.


Are your technical and marketing teams speaking the same language?

The Technical team of one of our European customers asked us to help guide their own Marketing department, who were determined to build their own tools based on historical data and involving a lot of manual work. The Technical team was frustrated because Marketing didn’t fully grasp the power of CEM and they wanted our help to explain it.


They believe that our predictive marketing  could revolutionize their Marketing department’s processes with a much more robust, near real time data set and automation. Since the Technical teams are already using our solution, this would also capitalize on current investment and enable conversations between their teams using the same language.


You control your data – don’t let it control you

An Asian operator customer was struggling with a different challenge – gaining access to data. In order to run a campaign, they had to source data from a data warehouse, a process that could take days - all while applying multiple layers of manual analytics.  They immediately grasped the value of Nokia’s predictive marketing, which allowed them to quickly gain network, device and service insights. For this operator, targeting is the critical issue, so the advanced analytics and prediction capabilities were the key attraction.


Pinpoint your unhappy customers, then impress them

The most common operator challenge, however lies at the individual subscriber level: How to pinpoint those subscribers affected by network issues?


In Latin America there are often network outages. The local government mandate states that after a certain amount of downtime, subscribers should be compensated. One operator  complained that its real struggle is to locate each of the affected subscribers manually. Predictive marketing can show them not only where the affected subscribers are on a map, but also a score for an individual’s customer satisfaction. We call this the Customer Experience Index (CEI) score.


A large number of key performance indicators are built into the system. These values are automatically processed through advanced algorithms that associate them with customer satisfaction or Net Promoter Score surveys to create the Index. Subscribers can also be compensated  automatically when their CEI scores drop below a certain level – so no manual labor is involved.


It’s always interesting to see how others experience the world around us, and these conversations with our customers were no exception. Ensuring that subscribers are satisfied is the goal, and with the right tools and analytics, that goal is achievable. 

What kind of challenges with analytics have you found to be an obstacle for pleasing your customers? Did you find a solution?


By Shelley Schlueter at Nokia Networks, Head of CEM Product Marketing

Twitter: @sschlueter



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


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By Malla Poikela, Head of Marketing, Intelligent Data at Comptel


File:A bazaarwalla and a customer (6125146422).jpg




Today's digital natives – or "Generation Cloud" – are putting new pressures on digital and communications service providers. These customers are independent, and prefer to shop on their own terms, when they want and from any device. They want options – not just any options, and especially not generalised or impersonal options, but ones that are the right fit for them as individuals. What's more, they want these options to be created and offered up fast.


These new expectations may seem daunting, but if operators can meet consumers’ desire for contextual, convenient and connected digital experiences, they can turn them into valuable business opportunities.


In January 2015, Comptel conducted a global consumer survey, which found that for sixty percent of mobile consumers, buying decisions are directly influenced by tailored recommendations from their operators. And, 62 percent confirmed that they are more likely to prefer an operator that makes personalised and relevant product recommendations as opposed to those that target them via mass marketing.


Yet, most tools today don't allow operators to be agile enough to deliver on this. The process of customising offers currently takes a lot of time, meaning experiences are static and impersonal – experiences that Generation Cloud will surely leave behind.


Standardising a set of offers might give short-term relief for digital and communications service providers, but it’s not sustainable when customers are looking for more flexibility, not less. Proactively providing customers with the flexibility to both up- and downgrade their service whenever they choose is critical for sustaining customer loyalty. The more choices you make available, the better you’ll connect with Generation Cloud.


To maximise effectiveness as well as prevent customers from being overwhelmed with too many choices, operators should bring predictive analytics and machine-learning together with policy control. With these capabilities, digital and communications service providers can uncover patterns in their data and apply those to determine the best offer for each unique customer situation. It means that they can quickly roll out a myriad of different service (and monetisation!) options, including family accounts, Over-the-Top (OTT) content bundles and time-based app access, to meet consumers' individual requirements.


Another critical part of perfecting customers’ digital moments is to make sure that consuming mobile data on a smartphone is as easy as possible – particularly for users with prepaid plans that rely heavily on Wi-Fi. Moving mobile data purchases into a smartphone will help operators be more proactive in selling and marketing their mobile data, while the buying experience for the user becomes instant and natural. By encouraging mobile users to use data when they want for the amount of time they want, operators can optimise customers’ digital experience, while simultaneously taking advantage of all monetisation opportunities, including Wi-Fi.


Generation Cloud customers love what they can do with their data, and they will surely continue to consume more of it, so long as operators can meet three requirements to perfect the data consumption experience: create options, personalise them and provide them rapidly. Offer creation and continual re-creation needs to be hyper-fast, and yesterday’s toolsets are no longer adequate. By introducing capabilities that drive automated, in-the-moment decision-making and action-taking, operators have the power to perfect customers’ digital moments – and convert them into business moments.


Learn more about the factors influencing Generation Cloud’s expectations for digital and communications services—and the strategies operators must embrace to succeed—in our new book, Operation Nexterday.




File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


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MDS's Andy Peers looks at why CSPs need to change in order to better meet customers' needs and price expectations. He argues this means focusing on value not on lowest possible price.


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Joachim Wtewael, The Fruit and Vegetable Seller, 1618



That well-known phrase "Show me the money" really does ring true for today’s operators.  So how come so many are losing out, and leaving money on the table by not understanding what value their customers put on a particular service? 


In this post I’d like to question whether a mass-market approach to pricing services, taken by many operators, is sufficient for them to succeed.  I know, I’m just an old Generation X who has been in the industry for nearly 25 years. But from what I’ve seen and read there seems to be a real need for operators to alter the way they engage with smart and savvy customers, if they want to avoid the trap of becoming just a utility.  


For the many new customers younger than me, it’s no longer sufficient to ask the question ‘is the service any good’?  The era of the pure service industry is long gone.  Now, millennials will champion those brands who take time out to actually understand what they value, and who measure ‘satisfaction’ based on experience.


Today, I have choices.  If operators don’t understand what I value, it’s easy for me to simply switch provider based on network quality and poor experience alone.  Like so many, I get impersonal, automated texts from operators that merely serve to remind me that they don’t understand what I value.  


Frankly, I don’t know anyone who feels a strong attachment to an operator.  Most people stay for convenience. Contrast this with the social stickiness and customer involvement generated by OTT success. Just take a look at the success of Netflix, for example. Their ease of use across devices and personalised content recommendations based on usage hits the mark. Without understanding what Generation Y and Z value, operators will still be racing to cross the line for that unclaimed revenue.


A very worthwhile read is Jeff Fromm’s ‘Marketing to Millennials: Reach the Largest and Most Influential Generation of Consumers Ever’.  What resonated for me was how Jeff discusses that future generations will not want to be passive consumers.  Millennials will want to actively participate, co-create and be seen as ‘partners’ in order for them to become attached to a particular brand or in this case operator.  Can you imagine your service provider engaging you like this?  it’s possible that service and emotional benefits alone won’t be enough for products to fly with Generation Y and Z, if they don’t feel they have a shared interest in the brand success?


So as a way of summarising the new world versus the old world, I turn to The Boston Consulting Group – “American Millennials: Deciphering the Enigma Generation,” where they coin the phrase the ‘Participation Economy’.  For the sake of expediency I’ve included the comparison table but I recommend when you get a chance to read the paper yourself.


Old Model New Model
Reaction         Interaction
Heavy UsersEngaged participants
Big promisesPersonal          gestures
Passive consumersActive co-creators

Source: The Boston Consulting Group


To my mind ‘The Participation Economy’ is more of a lean, ‘understand what customers value’ approach to product development that embraces co-creation with customers as an upfront process.  It includes everything from product or service design, agile product launches, product viability and feedback to personalising the customer experience, providing more freedom as to what and how products are purchased, understanding niche value and providing a full real-time online experience like a digital startup. That’s a lot, but it tackles all the areas that are lacking in today’s experience.


The typical operators ‘mass-market’ approach to the product process for building out a service, deciding what the value of the service is, setting the price, launching and attempting to sell the value into the market is the opposite to the model outlined here.


Today’s consumer actually puts a higher value on the physical access to mobile broadband over and above what they pay for it. By not adopting (prevented perhaps by their culture, their legacy BSS, or both) a more value-based approach, operators are committing a cardinal sin; actually leaving money on the table!  


Understand what your newest customers value, allow them to participate in your brand, behave more like a digital startup and you may just find that all your hard work allows you to exploit an internet dividend you did not expect.



File:Jimi hendrix tallstig saachi.jpg


Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig



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Teresa Cottam looks at the challenges and revenue opportunities as WiFi takes off as a mainstream technology and integral part of the HetNet.


Renoir, The Umbrellas, 1881-6



WiFi is everywhere; it’s ubiquitous; and, increasingly, it’s the connectivity mechanism of choice for many consumers and devices. However, if I’d told you back in 2010 that WiFi would reshape the communications market, many of you would have scoffed. Back then it was seen as a clunky, unfashionable, and frankly a very poor cousin to mobile connectivity. The future, so the story went, was mobile.


Fast forward to 2015 though and an awful lot has happened. WiFi can no longer be so easily dismissed. Scarcely a day goes by without another WiFi headline. In the US, WiFi is driving lower priced offers, as new entrants shake up the market with WiFi-first communications packages – where “infill” comes from 3G or 4G. At CES in January 2015, Samsung, LG and Whirlpool all announced simultaneously WiFi-enabled washing machines, of all things.


Whirlpool et al are now delivering machines with the capability to turn themselves on at the most cost-efficient time of the day, and which can also be monitored remotely via their  WiFi connection.


WiFi may be an essential part of the HetNet; it may be driving enormous innovation; and it may be wildly popular with both white goods manufacturers (with Samsung’s CEO BK Yoon announcing that by 2020 all his company’s products would be connected to the Internet) and consumers; but the fact is that it’s simply not making very much money for the average communications service provider (CSP).


Telesperience therefore decided to start the ball rolling by quantifying the commercial and customer performance of CSPs with respect to WiFi, and exploring the risks and opportunities it presents to their businesses. We therefore asked senior executives from 100 large CSPs what their plans were around WiFi. Among other things we discovered that:


  • 90% of CSPs have rolled out WiFi – 87% have rolled it out themselves and a tiny minority (3%) have used partners
  • 83% expect to expand WiFi provision in the next 2 years and none of the CSPs we spoke to planned to reduce provision
  • Maintaining quality of service is the main driver for carrier WiFi, with revenue generation being only the fifth most important driver currently
  • 70% of CSPs say they derive “some” revenue from WiFi, but 47% admit it’s a very small amount
  • By 2018 though, 27% say they expect ‘significant’ revenue streams from their WiFi investments.

The trend for enterprises to give WiFi away for free continues unabated, in order for them to attract customers and create new differentiating experiences. This is educating customers to expect WiFi for free. And the failure of CSPs to claim a lucrative position within the digital value chain means that not only do they risk becoming (WiFi) bit pipes, but they’re not even squeezing the full value out of the bits they’re actually carrying. This is exacerbated by their inability to see beyond traditional, direct business models to take full advantage of the new indirect models that are so promising in the WiFi domain.


Telesperience’s message is that the WiFi genie is now out of the connectivity bottle and it isn’t going back into it any time soon. CSPs therefore urgently need to regain commercial control and position themselves to take full advantage of the many opportunities presented by the WiFi-enabled Connected World.


Teresa Cottam is the co-author of Commercial and Customer Strategies for WiFi. For more details about this report please contact sales@telesperience.com



File:Jimi hendrix tallstig saachi.jpg

 Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig


Telesperience: operational efficiency, commercial agility and a better customer experience

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FTS's Nir Asulin explores how the growth of digital is bringing about dramatic changes to BSS, and how smart revenue-sharing models are key to helping service providers overcome the challenges they’re facing.

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Sharing Fish by Thomas Cooper Gotch


The shifting BSS landscape

In the last few years, the BSS landscape has undergone dramatic changes. With the growth in content, apps, the cloud, e-commerce, m-commerce, video and the Internet of Things (IoT) – in other words, the growth in digital – BSS now needs to support and manage a vast network of interconnected partners and relationships.


For today’s communications, content and payment service providers, the proliferation of digital content and transactions presents a unique set of new challenges as they begin to evolve towards being digital service providers. They need to be able to support the launch of innovative services and ensure smooth integration with multiple new partners in complex value chains; they face declining revenues from traditional services; they must adapt to new and non-familiar business models; they need to invest in new higher-growth services areas; and they must deal with new competitors.


The solution to these challenges lies in creating or supporting new business models and new relationships with new partners, which are increasingly interlinked and ever more complex. And with new partners come different requirements for revenue-sharing models – and this is where smart revenue sharing comes in.


Digital services mean different demands

In an environment increasingly dominated by digital transactions, service providers’ partners require dynamic and flexible contracts so they can keep up with the demand from fast-growing sectors. However, each sector - whether it is traditional telecoms billing, MVNOs and MVNEs, payments, mobile money, video and content services, or M2M and IoT - has its own set of rules, its own business logic and its own way of doing business.


In the telecoms world, service providers can manage and monetize content and digital services through policy control, creating revenue-sharing models that involve the customer on one side and OTT providers on the other. Mobile virtual networks operators (MVNOs) and enablers (MVNEs), on the other hand, need to be able to offer innovative branded telecom services through real-time promotions and pricing plans, loyalty programs, and more, supported by totally different partnership schemes.


For payments, the related billing and settlement transactions require the involvement of multiple partners with complex revenue-sharing requirements. Mobile money demands operators have a set of comprehensive tools in place that support any payment or banking process over the mobile network in real-time, at any time, thus ensuring the provision of mobile financial services including microloans, money transfers, utility bills and more.


Finally, when it comes to M2M billing and IoT, service providers need to be able to offer new deals, services and pricing models which are agile enough to support various business models of many different industry verticals, be it telematics, industrial, retail or utilities, quickly and easily to keep pace with this fast-growing sector.



Agility and flexibility

From this, it’s clear that the evolving service provider must be agile enough to launch new marketing plans and services and process end-user changes as quickly as its marketing department can dream them up. Launching new services turns a service provider’s back office into a genuine revenue generator.


However it’s not just about enabling relationships solely between the service provider and the end users, but also the enabling of relationships between all the partners in the entire ecosystem by onboarding new partners with a dedicated contract which can also be easily modified.


In addition, all the relationships between partners and users must be personalized to meet the increasing sophistication of the new industries, regardless of whether they are subscribers, OTT providers, content aggregators, mobile money and payment service providers, utilities or banks.


By implementing smart revenue sharing in this way, a service provider will increase its attractiveness to the entire ecosystem, with the benefits being personalized contracts and relationships with each and every one of the partners in its ecosystem; improved business relationships; reduced total cost of ownership; fast time-to-market and ultimately, increased revenues.



Nir Asulin is CEO of FTS. FTS works with telecommunications, content and payment service providers globally to help them manage complex transactions and relationships with greater flexibility and greater independence.


This post also appears on FTS's blog.

You can follow FTS on Twitter @FTS_Billing



File:Jimi hendrix tallstig saachi.jpg



Portrait of Jimi Hendrix, oil on canvas, by the Swedish artist Tommy Tallstig

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