A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Dutta, Niladri Shekhar
- Implementing the New Age Telecom Business Model - An Operational Perspective
Authors
1 Middle East Africa (RMEA), Ericsson AB, Dubai, AE
Source
Telecom Business Review, Vol 7, No 1 (2014), Pagination: 9-15Abstract
With the changing Telecom economies and modalities of doing business the technology industry is vast changing. Telecom is not an exception of the same phenomenon. There are newer ways which the Telecom operational excellence stakeholders are thinking to minimize costs and thereby maximize investments. One such concept is adopting a comprehensive operational blueprint called the TOM or the Target Operating Model. The concept of the Target Operating Model is going to identify the best possible approach which a Telco needs on any on-going Transformation program and thereby present a pragmatic view, on their e2e IT Operations, to meet the Business Objectives. This also helps to paint the BIG picture in front of Telco management team as well as all associated stakeholders, by linking logically the intended deliverables of any major project engagement of a Telecom OSS/BSS transformation program. The Target Operating Model -TOM' is aimed to present a holistic view to the Telco management as a best possible Operational 'Blueprint' which they adopt to realize their business vision. It aims to map this 'Blueprint' as a pragmatic approach to the operational vision of the COO. It helps the Telco to better understand what should be done in an ideal state and how to operationally realize the entities of People, Process and Technology to yield tangible and intangible benefits through operational 'value' creation.Keywords
Operating Model, Blueprint, Landscape, End to End Operations, Operational Dimensions.References
- Osterwalder, A. (2013). The Business Model Theatre - Can you put on a show. retrieved from http://businessmodelalchemist. com/blog/2013/01/the-business-model- theater-can-you-put-on-a-show.html.
- Tele management Forum (2014). TM Forum Frameworx. retrieved from https://www.tmforum.org/ TMForumFrameworx/1911/Home.html
- Tele management Forum. (2014). Business Process Framework. retrieved from https://www.tmforum.org/BusinessProcessFramework/1647/home.html
- Innovative Product Management Driving Enhanced Customer Experience Management (CEM)
Authors
Source
Telecom Business Review, Vol 8, No 1 (2015), Pagination: 63-68Abstract
Customer Experience Management (CEM) has been a buzzword in both 'demand' and 'supply' side dynamics of the Telecom value chain. However emphasis is being given around CEM, it never feels just enough! Telecom ISP's are looking to generate more awareness of revenue generation and realization, so that it not only is about the increase of top line but also about consolidation of various products and services, almost being an aggregator at one stage to deliver with the help of a single service delivery platform. In other words, what is commonly known as 'VAS-Value added services' in the industry. The key to this is real 'innovation', of newer ideas and productizing these concepts to market. For innovative product management, Telcos are opting to look for 'value added' services, 'value added' delivery as well as enhanced business models and operational frameworks. This is primarily done to carve out an innovation which leads to a differentiator non-existent in the market. A very common, yet unique one such concept can be the 'Balanced Scorecard' perspective and mapping these different perspectives into various domains of a Telecom business. These are obviously very common in present days and widely used by all Telcos to arrive at a definitive decision for any strategic cause. It can be mapped to perspectives ranging from 'financial', 'customer-centricity and 'orientation', internal process management, functionality&delivery, lastly 'internal learning & growth'.
We need to understand the context of 'innovation' of 'products&services' under all of these above perspectives. This will give us immense clarity in creating such a differentiated offering to render enhanced Customer experience for better sustainability and thus thriving on market competition. Each layer of a Telco enterprise set up follows specific blueprint, whether it's the business or operations or technology. This will ensure that all company strategies which are focused towards creating and delivering differentiated offerings and delivery are being realized appropriately hence the delta of perception versus reality is minimized to a great extent. This would definitely increase 'customer experience' in all possible forms. Product life cycle management which forms the heart of CEM, should be certainly driven by 'cost of sale' as well as 'price of product'. Both of these parameters should be populated through a Balanced scorecard from a financial perspective to decide on a 'go-no go' decision for concepts to be marketed in a Telco. These need to be realized through specific derivatives of business processes following best practices to ensure enhanced customer experience and better delivery of services to the end customer. Perhaps, the most important perspective of creating a balanced scorecard matrix will be the 'customer centricity' perspective. Two fundamental aspects which drive this would be 'price' and 'quality'. Both of these should be focused on to deliver 'value augmentation'. The difference between what becomes a product or a service 'asset' with regards to what transforms into a 'liability' is this value differentiation through the process described. This leads to customer 'delight' or a differentiated customer 'experience' thus enhanced CEM.
Keywords
Balanced Scorecard, Customer Experience, Demand, Kpis, OEM, Supply Side, Service Delivery, Value Chain, VAS.- IOT Driving Social Innovations
Authors
1 Ericsson Market Area Middle East and Africa
2 Dell India, IN
Source
Telecom Business Review, Vol 11, No 1 (2018), Pagination: 1-5Abstract
We have come a long way from 2014 where the world has been moving from the Internet of Things (IoT) to the Internet of Everything (IoE). The Internet of Things or Everything (IoT or IoE) has the potential to digitally transform our very existence in more ways than any of us could have imagined five years back. Why “Everything?” “Everything” because it brings together or connects people, data, process and things to turn information (insights) into actions that create pristine capabilities, elegant experiences and unparalleled economic opportunities for businesses and individuals.
The intent of this article is to outline initiatives across industries which have prompted significant visible social changes and where IoT has been the prima facie evidence of such a change. We will also look at the basic technology and solution building blocks that constitute the DNA of this IoT or IoE backbone and its enabling services.
Keywords
IOT, IOE, Social Innovation, ICT.References
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- CIST PR Newswire, (December, 2016). Connected Agriculture Market Worth 3.06 Billion USD by 2021. Retrieved from https://www.prnewswire.com/newsreleases/connected-agriculture-market-worth-306-billionusd-by-2021-606020196.html
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- Heimbuch, J. (January, 2013). HarvestGeek Automates Your Entire Garden. Retrieved from: https://www.treehugger.com/gadgets/harvestgeek-automates-yourentiregarden.html
- Meffert, J. (January, 2017). Overwhelming OTT: Telcos’ growth strategy in a digital world. Retrieved from https://www.mckinsey.com/industries/telecommunications/our-insights/overwhelming-ott-telcos-growthstrategyin-a-digital-world
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