The market for high-tech communication, media, entertainment, and home and professional products is constantly growing, fueled by new technology, the convergence of telecom and IT, more sophisticated users, and dynamic emerging markets.
The telecom industry provides the infrastructure and value-added services for this huge, vigorous marketplace. It must handle a multitude of different services, both for the consumer and the business segments, on a multitude of different technological platforms, which use hundreds of different business models.
To provide these services, telecom operators are increasingly forced to provide more and more products and different services directly to end users and to take responsibility for the products’ life cycles. In many cases, this means providing guaranteed uptime and 7/24 availability as well as support for different hardware and services (mobile phones, music streaming services, movie streaming services, etc.)
Consumer legislation/regulations and accelerating, fierce competition add to the commercial pressure to constantly develop new offerings, go-to-market models, production environments, and responsive administration and governance of the business.
In the early telecom market, telecom providers often had their own R&D organizations, thus leading the way with new services that leveraged the existing copper and wireless infrastructures. For example, ADSL and DSL leveraged the old copper networks for Internet broadband services.
Today most of the innovations originate from global high-tech industries pushing new, sophisticated devices, services and technologies into the global consumer and business markets. Because different external business partners provide many of these services end-to-end control is hard to achieve.
This often forces the telecom industry into a reactive mode characterized by an ever increasing number of users, using more and more sophisticated internal and external services that have become increasingly business critical for ever-expanding geographical areas.
A strategic factor that strengthens the ability to compete under these conditions is corporate dexterity, including the ability to manage the diverse assets that enable recurring revenue and minimizes customer churn.
One of the most interesting recent developments is the march of telecom companies into the end-consumer market. Today, many telecom companies are intimately tied directly to end consumers, often in the form of the ever more numerous offers for add-ons, both services and products. Examples are: offers of a free upgrade to a faster internet for a lower price if the consumer extends the length of the contract; or offers of free mobile telephones to entice consumers to subscribe to a certain mobile network; or offers of a free laptop in exchange for ordering television services over the net.
This brings telecom companies into the realm of Customer Care Orchestration, and when, for example, a telecom company must replace a customer’s mobile phone, the company needs a highly responsive and high-speed Customer Care process.
eBuilder delivers such a solution today, Customer Care Orchestration. It is built on a new paradigm for managing the extended company—including and focusing on the end-customer. Click SOLUTION in the menu above for a detailed explanation!