Report Telecoms - EY - 2015 - Global Telecoms Digital Playbook

8/17/2019 Report Telecoms - EY - 2015 - Global Telecoms Digital Playbook

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Global digitaltelecoms playbook


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About this document

PurposeOperators need to move from beingcommunication service providers (CSPs) to digital

service providers (DSPs). The Global digital

telecom playbook and EY’s advisory services can

help operators with this transformation.

Target audienceQuad-play operators

Triple-play operators

Adjacent industry service providers

Content

EY point of view

Digital solutions

Industry challenges

1

2

3 Communicationservice provider Digital serviceprovider


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C o n t e n t s

Macro context: markets and customers

Telco 2020: the future

Telco segments and digital maturity

Value chain elements deep dive

Solutions and mapping to digital offerings

Digital maturity modeling toolkit

EY capabilities

p01

p08

p15

p18

p29

p41

p45


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Macro context: markets and customers


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2 | Global Digital Telecoms Playbook

Markets and industry stakeholders

Commoditization Limited acquisition

led growth

Alternative

products andbusiness models

Market dynamics

Customer

Organization

Ecosystem

Challenges

• Overall loss of velocity due to slow growth led by declining acquisitionor upsell

• Rising expectations of service with the fast-evolving digital customer

• Decreasing agility induced by years of legacy

• Increasing pressure on margins with declining prices

• Fragile revenue market share with new business models popping up

• Consolidation in industry and pressure to realize group synergies

• Cost pressures mounted by advancing network technologies

• Paralysis due to certain regulatory environments

• Unknown competition with the advent of digital

• Loss of customer ownership to OTT and OS players

Opportunities

• Differentiation and loyalty-building through customerexperience excellence

• Leverage the M2M space by forging strong partnerships with network

management and software platform providers

• The huge digital divide in emerging markets offers immense potential

for the next wave of growth

• Operational effectiveness through state-of-the-art processes,technology, partnering and culture shift

• Leverage capabilities to create own OTT monopolies

• Become enabler champion (e.g., client management) for entire ecosystem

Commoditization

Commoditization Saturation Alternative


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Markets and industry stakeholders

• Digitally evolved

• Higher service expectation

• Low loyalty

Customers

• Compliance inducing

critical delay

• Regulatory tightening

• Articial spectrum scarcity

Regulatory authorities

• Fringe cost model

• Lower time to market

• More innovative

• Global customer reach

Internet players/OTTs

• Aggressive independent

payment platforms

• Regulatory bottlenecks for

telcos as banks

Payment associates

• Advancing technology

• Expensive upgrades

• Omni-channel reach

Equipment andtechnology providers

• Declining dependence on

operators for bundling

• Customer choice evolving from

connectivity to devices to OS

Device manufacturers

Stakeholders

Industry stakeholders dynamics


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Globally, key digital trends have triggered operators’ transformation toward beingdigital service providers

Over-the-top

Big data

1

2

Content

Focus areas

Distribution

Targeted product andmarketing offers

Connectivity

New business modelsenablement

Screen

Network experienceoptimization

User

Proactivedata strategies

ServicesInternetaccess

DevicesConsumer

insightApps

App store/retailing

Data mart provider forcustomer data sets

App store/retailing

Platform provider forinformation processing

Provide insights to partnersfor improving servicesg

Suite of servicescatering to third parties

TelephonySoftware/platform

Discovery

Mobile operators are now open and receptive to partnering withOTT service providers and exploring new revenue oportunities.

Exponential growth in the volume and velocity of datagenerated is creating huge opportunities in big data.

• Telecoms is both a consumer and provider of big data services.

• Telecoms opportunities with big data:


8/535 | Global Digital Telecoms Playbook


E-payments IoT/ M2M3 4With the advent of the digital customer, CSPs will have to invest indigital payments

New business opportunities are emerging from the possibility of connectingnew devices and industriess.

o’

Internet of

Things

Transportation

and logisitics

Industrial

and energy

Medical

and health care

Security

and surveillance

Telc to providecommunication infrastructure

Logisitics

s

Customercard holder and mobile subscriber

NFC-

enabled

handset

New for eWallet

NFC

Merchant Customer’s Bank

Trusted Service Manager(TSM)

Carrier

Potential rental fee per

customer for updatingdata on card

Potential rental fee for UICCslot for an eWallet application

Potential rental fee forslot on UICC card

Mobile subscription fee and/ potentially eWallet fee

Annual credit card feeand potential eWallet fee

interchange fee for

transferring funds

customer paysmerchant for product

Trusted service manager

Customer’s bank

Telcos to provide

communication infrastructure


9/536 | Global Digital Telecoms Playbook


Mobile Advertising Cloud computing5 6Large latent mobile advertising opportunities are still untappedin many parts of the world.

Cloud-based infrastructure presents opportunities to acquirelarge-scale exibility quickly.

Mediachannel andadvertising

services

Advertisingcampaigncreation

Ad sales Technology Targeting Ad serviceCampaignanalytics

Manage

the channel

on which

advertising

is displayed

Create

campaign

and advise

announcers

Sell the ad

inventory

Provide

technology

for ad

provisioning

Provide

customer

intelligence

for ad

delivery

Run the

ad serving

engine

Collect and

provide

campaigns’

results to

announcers Delivering cloud

Third-party Third-party


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Customer 2.0


Customer exposure to host of digital interfaces is increasing rapidly

Customer 2.0 is forcing ecosystem players to provide digital interfaces and consistency of digital experiences across channels

VASWord ofmouth

Traditionalmedia

TraditionalsalesTraditional

marketing

Call centre

Data

Voice S

e r v i c

e

S

e r v i c

eC h a n n

e l

C h a n n

e l

Organization Organization

Video ondemand

E-wallets Socialmedia

Onlinecommunities

Chat

OnlinesalesDigital

marketing

E-care

Music ondemand

Customer 1.0


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Telco 2020: the future


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0

10

20

30

40

50

60

70

2014 2015 2016 2017 2018 2019

Operator revenues Other ecosystem players

0% 20% 40% 60% 80% 100%

Network infrastructure Components Devices Apps, content, advertising Operators

Mobile networktraffic, 3.8

support platform,

6.3

Servienable

platform, .

Service wrap,383.3


Looking ahead: digital will transform the 2020 revenue mix

Operator perceptions of 2020 revenue mix

Operators worldwide predict a marked shift in their revenue mix by 2020

Industry M2M forecasts

Mobile ecosystem revenues 2020 forecast

Q. What proportion of revenues do you believe digital services will account for atyour organization in ve years’ time? (Please select one.)

M2M revenue forecast, 2014-19

Proportion of respondents that see digital revenues accounting for more than 10%of overall revenues by 2020

66%

“Digital services currently account for 3% ofrevenues. In ve years’ time, this will rise to10% or the low teens due to the provision ofservices in security surveillance, smart cityand enterprise services.”

US$b

% respondents

US$b

Source: GSMA

Source: EY research

Source: Ovum

Operater share = 50%

22

13

16

19

13

19

0 10 20 30

25%+

21%-25%

16%-20%

11%-15%

6%-10%

0%-5%


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Supply and demand dynamics create a range of 2020 scenarios Innovation is likely to hinge on collaboration and competition, as regulatory attitudes and network upgrade programs

evolve in new directions

Evolving industry dynamics

Operator geographic footprint growth inconsumer andenterprise services

C h a n g i n g m a r k e t

s t r u c t u r e s

Rise of mobilenetwork sharingUptick in MVNO

launches worldwide

New social media and contentplatforms

Smartphones and appstores

Birth of OTTsOTTs extend

platformcapabilities

Tower sale-and-leaseback

Geographicfootprint trimming

Rising in-marketconsolidation

Rising operator appetitefor bolt-on acquisitions

Web giants extendinto accessprovision

Blurring of digital categories,e.g., e-commerce, payments,

marketing

Increasing disruption across allindustries — blurring of use cases

Increasing operator differentiationthrough network quality

Rising competition for wallet share asall playersboost scale and capability

Wi-Fi rollout S u p p l y - s i d e d e v e l o p m e

n t s

Extensive 3G and ber rolloutBridging technologies

enabling capex efciency

Local loop unbundling and

equality of access regulation MTR reductions

Spectrum release andre-farming

for 3G/LTE

Regulatory support forMVNOs as

merger remedy

New standards andtechnologies for IoT,

5G

4G rollouts beginNetwork

virtualization

More holistic and pro-investmentnational digital policies

Risk of global policy fragmentation,e.g., net neutrality, data protection

Proliferation of network technologiesaccording to use case

Vertical collaboration with tech rms to widen enterpriseservice portfolios

O p e r a t o r s e r v i c e

i n n o v a t i o n s

Mobile operatorsub-brandlaunches

Mass market residentialxed-line bundles

WAP-basedmobile content

services

Mobile operatorsub-brandlaunches

Mobile nancialservice launches

Vertical collaboration with OTTs todifferentiate packages

Partnerships drive operatorservicecreation

Rising operator horizontalcollaboration in digital services

Shift beyond B2C-centricbusiness models

Vertical collaboration with tech,e.g., IoT, smart city

Widening of use cases, customertypes, pricing models

Move to tiered data, PAYG cloud,family and shared data

Widening of product scope alliedto segment-specic focus

2005 2010 2015 2020 scenarios


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Telco 2020: digitized future telecoms end-to-end journey

Potential customerdiscovers your newproduct, researchesacross competitors.

Visits online store,lls online applicationform, pays amountonline and takesonline appointmentfor physical delivery.

Customer visitsonline for upgradeof plan and activatesplan online.

Customer visitsonline/app channelto pay bill, providinginstant credit toyour company.

Customer raisesspeed issue onsocialchannel afterresearching FAQs.Customer is keptinformed andissue isresolved quickly.

Voice Of customer InternalDigital design ve year plan | Build today

Social listen External

Customer experience

Big dataanalytics

Strategy

Design

Technology

Feedback

Analytics identify ifcustomer likely tochurn. Appropriateoffers are providedto retain customer.Customer posts goodreview on socialchannel.

Aware Buy Use PayGethelp

Renew/teminate


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Telco 2020: digitized future telecoms journeys

Online

Socialmedia

Notication(SMS/email)

Calls(voice/video)

Home service

Sees paid Facebook adwhile browsing online fornew mobile connection

Link leads to companyweb site and blog fordetailed information

Reads posts fromfriends about great

experience with product

Looks for reviewsvia Google search

Search for bestprices/plans throughresearch websites Finds sponsored deal

with link to online store

Usage simulatorhelps customer optfor suitable plans Customer chooses

personalizedcombination of services

Customer makes onlinepayment and submit KYC

details. Online appointmentfor any physical delivery.

Customer verifies detailsto agent on the spot, and

connect is activated remotely

Customer receives activatedconnection at scheduled time

Company verifies customer informationwith govt. database available online.Verification is done by delivery agent.

Customer fills in online details andmakes online payment, and appointmentfor product delivery.

Customer visits the website/app andopts for a personalized plan. Usagesimulator help choose appropriate plan.

Potential customer learns aboutyour product.

Gets to know about productexperience from other customers.

Potential customer discovers yournew product.


Renew/teminate

Discover Word of mouth Research Select Purchase Activation


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Online

Socialmedia


Calls(voice/video)

Home service

Gets a welcomemessage with productdemo after activation Guided explainer

for first-timeusage within apps

Content displayedis based on

usage history

Gets notification aboutdata usage hitting thedata cap, with link to

add-on packs

Activatesadd-on pack

Searches for betterpricing/packs

Activatesnew pack

Uploads new nameand address as

required with proof

Customer makes onlinepayment and submits KYCdetails. Online appointment

for any physical delivery.

Pay bill online via app,wallet, credits, loyaltypoints or auto debit.

Receive incentives ontimely payment of bill-Autoalerts if payment pending

Receive e-bill, mobile alertand bill on app, with combinedbill for multiple connections

or family connectionvideo explantion for first bill

Agent check andvalidates change

Customer pays bill over e-channelsreducing credit period

Bill generation through mediation andrating system. Customer receives it onmultiple channels

Customer changes the accountinformation

Customer changes the product orpricing to suit his/her needs

Customers uses products/servicesNew customers try to find out howto use the product


Renew/terminate

First-time usage UsageChange product/

pricingChange prole Billing Payment

Goes online todownload/usenew productsand services


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Online

Socialmedia


Calls(voice/video)

Home service

System detectsdegradation

performance and

applies automatedresolution; customerinformed about

problem andresolution applied

Customer providedwith offer to

compensate forloss in performance

Further research leadsto forum where other

customers offer guidanceon problem resolution

Tweets@custsvcdepartment aboutissue; retweeted

many timesby followers

Issues resolved quickly;receives acknowledgmentwith further steps on email

Issues resolvedthrough video chat

Renew customer gets abetter plan and decides

to continue usage

Terminating customer clears duesand schedules appointment fordevice recovery if applicable;Online refund of any security

deposit. Account settled andconnection terminated

Analytic to identify likely-to-churn customers triggeringproactive etention through

communication to customers

with special offers

Customer requests fortermination online

Customer pays bill over e-channelsreducing credit period

Proactive retention efforts based onservice quality and usage patterns.

Contacts customer service for supportCustomer changes the product orpricing to suit his/her needs

Customer tries to diagnose problemand find resolution on his/her own

Problems detected, diagnosed andresolved without customer getting toknow about it


Renew/terminate

Proactive custom-ercommunication

Self careSocial Media

and CommunitiesAssisted Care

CustomerRetention

CustomerTermination

Customer detects anissue, goes online tobrowses FAQs and

how-to videos

Proactive

customer communicationSelf care

Social media

and communitiesAssisted Care Customer retention

Customer

termination


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Telco segments and digital maturity


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Telecoms segmentation and digital maturity

• Oldest operators in themarket

• Carrying extensiveassets and legacysystems

• Large complexorganizations withmultiple LoBs

Established S e g m e n t s

C h a r a c t e

r i s t i c s

E x a m p l e s • AT&T

• BT

• Deutsche Telekom

• Often regional ornational players ingrowth markets

• Battling increasedcomplexity andcompetition

• Focused on growingreach and connectingwith customers

Maturing builders

• MTN

• Airtel

• Idea

• Telefonica

• Usually incumbents/incumbent challengers inthe market

• Medium to largeorganization with agilityin their DNA

• Fairly high innovation intechnology and businessdesign

Transformers

• Verizon Wireless

• Vodafone

• Orange

• Telstra

• Often regional ornational players ingrowth markets

• Battling increasedcomplexity andcompetition

• Focused on growingreach and connectingwith customers

Builders

• Telenor

• Reliance Jio

• Market disruptive players

• New and path breakingbusiness/operatingmodels

• Customer-centricorganizations heavilydependent on P2Pnetworks

Pioneers

• Giffgaff


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High

Implementation complexity

Low

H i g h

L o w

D i g i t a l m a t u r i t y


Telecoms segmentation and digital maturity

• On the road to digital transformation, telecoms companies need to plan and strategize on how to reimaginetheir business based on their current digital maturity.

• Different telecoms companies will face their own unique challenges based on their digital maturity levels

Pioneers

Builders

Transformers

Established

Maturing builders

Established

Digital ambition subdued by high barriers to implement; digitalinitiatives launched in pockets leading to low maturity

Transformers

Digital ambition to be competitive in the market; quick to implement

given their size and scale

Maturing builders

Moderate digital ambition; high abilities to embed digital in existingcapabilities; often disintegrated execution

Builders

High digital ambition; opportunity to start from backend building upto digitizing integrated customer interfaces

Pioneers

High digital differentiation; early digital adopter and drivers ofdigital innovation


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Value chain elements deep dive


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Telecoms value chain: key elements

Telecoms key elements

Networkconvergent

technology and

infrastructure

Telecoms core

network elements

including operations

and maintenance

Idea to cash, ideation factory, new product

development, funnel management, product

portfolio management, pricing

Traditional telecoms elements

post- order capture through

to assurance

Marketing including digital sales,

customer service, MACD, channel/

touch point management

Hiring, training, employee engagement,

rewards and recognition

Telecoms core network elements

including operations and maintenance

Technology elements where

digital execution will happen

End user consumption devices and

customer premise access equipment

Spectrum management

and regulatory compliance

including reporting, audits

and minimum obligations,

customer privacy and

intrusion detection

and preventionProducts

and

services

Fulllment,

assurance

and billing

Customer

interface

operations Talent

and

culture

Partner

and

ecosystem

Enterprise

technology

Devices

Regulatory


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MaturityEstablished Maturing buildersTransformers Builders Pioneers


Value chain deep diveNetwork convergent technology and infrastructure

NetworkTelecoms key elements

Network convergent technology and infrastructure

Technologyselection

Digitized networkasset management

EY digitalsolutions

Networkplanning

Digitizedmaintenance monitoring

Physical infrastructuresetup and management

Monetizingnetwork data

Activeinfrastructure setup

Customerexperience management

Network managementand O&M

Ongoing optimizationand expansion

Challenges EY point of view Solutions for digitalenablement

Shorter lifecycle of newtechnologies(2G/3G/4G

• Coexistence of multiple generations of technologies will force operators to have backward compatibility• Smart ofoad of trafc to lower cost channels will be enabled by digitization ensuring optimal usage and cost efciencies

• Digitized networkmanagement and operations

How to use customerinformation for differentiatedcustomer experience

• Customer-level information will allow Telcos to deliver personalized experience

• Network analytics-based interventions in real-time will allow telcos to deliver superior customer experience

• Customer usage analytics

• Customer experiencemanagement

Absence of device eco-systemfor 3G/4G/5G

• Tie-ups with device makers for rollout of devices at lower pricing to ensure usage of new technologies • Digital collaborative toolsdesign and setup

Asset tracking andmanagement

• Digitization of network assets will allow automated tracking and bring true valuation for operators

• Digitization will help reduce the cost of the inventory.• Digitized network asset

management

High O&M cost contributionfrom active/passivecomponents

• Common NOC and common vendors will help reduce OPEX.• Common active/passive infrastructure for further cost reduction.

• Remote digital O&M andself-correcting network tools


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Maturity

Established Maturing buildersTransformers Builders Pioneers


Value chain deep diveProducts and services

Productsand services

Products and services

Needs analysis andinnovation funnel

Innovation throughcrowd sourcing

EY digitalsolutions

Market andconcept testing

Digitized pricediscovery/new models

Product designand experience

Product interfaceexperience design

Productdevelopment

Pricing models

TestingPricing anddistribution

Roll out andmanage portfolio

Challenges EY point of viewSolutions for digitalenablement

Driving product innovation • Consumer needs will drive the next wave of innovation in product design and development.• Product managers will tap the collective knowledge of a large user base to generate the next product idea through crowd sourcing and customer

driven innovation factories.• Product design will be driven by experience needs of consumers and validated through constant experience testing and feedback looped into

product development.• Social listening will help discover which products and services are in demand.

• Digital Inovation factory• Product experience

engineering

• Digital simulation tools

• Virtual product experiencelab

• Automated feedback

Drive digital product life cyclemanagement

• Seamless integration across partners and ecosystem for digitized management of products/services portfolio will enable focus on businessoutcomes like protability, revenue growth and efciency

• Digitize product life cyclemanagement

Driving pricing innovation • Scientic methods of price discovery based on demand elasticity will give rise to innovative pricing models.• Telcos will also replicate freemium models.• Telcos will develop products and offers around bundling of mobile and xed line services to ensure lower churn.

• Digitized demand assessment• Digitized product catalog

Competition from OTTs inB2B space

• Telcos will develop platforms and increasingly invest in newer business models to capitalize on revenue opportunities like mobile advertising,M2M, payment services etc.

• Being a provider of the IoT and personal cloud facilities positions a telco at the center of the digital consumer world, with stickiness for the otherservices and applications in its portfolio.

• Development and growth in these elds will be enhanced inorganically through acquisitions and partnerships.• Common active/passive infrastructure for further cost reduction.

• Dynamic pricing• M&A, post-merger integration



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Maturity



Value chain deep diveFullment, assurance and billing

Fulllment, assurance and billing

Fullment, assurance and billing

Purchase

Integratedbillingsolutions

EY digitalsolutions

Service provisioned

Proactive and self-carefulllment avenues

Usage

Digital technology

Bill sent

Digital enterprisestrategy

Payment processing Payment complete


Building trusted billingrelationship

• Independent wallets will continue to gain ground over the existing operator billing relationship.• Operators will have to move toward transparent digital means of allowing customers to manage their account.• With advent of Customer 4.0 operators will have to look beyond digital bill delivery and recharges.

• Mobile self service andaccount management

High time to market dueto legacy billing systemcomplexities and lack ofintegration across services

• Telcos old billing systems will continue to impede launch of new offers due to long conguration time for new products or services.• Telcos will have to simplify and upgrade billing systems to handle complexities in product bundling.• They will require convergent (triple-play or quad-play) billing that supports ease of conguration, supporting real-time charging and billing,

and scalability.• This will help them keep billing costs as low as possible.• Digitized menu for customers to select/de-select a bouquet of services, simulate usage and customize plans.

• Technology stacks andsystem congurations forintegrated systems

• Integrated billing system• Digitization to enable innite

number of portfoliocongurations

Currently assurance is at aservice/product level

• Customer-level assurance monitoring and reporting will be implemented by telcos; however, monetization of this investment will happen overa long term.

• Strategic prioritization and phased investment will help telcos get ROI.

• Customer self-assurance



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Maturity



Value chain deep diveCustomer interface operations

Customerinterface operations

Customer interface operations

Awareness

Omni-channelenablement

EY digitalsolutions

Purchase

Digitalacquisitions

Pay

Digital distributiontransformation

Use

Socialanalytics

Get service MACD Churn


Varied customer experienceacross business units and touchpoints)

• Operators will synchronize their operations to be able to present a single face to the customer.• New-age digital customer touch points will be always on (web / mobile / social), leading to multiple interactions and a greater ability to

inuence customers.• Cross-channel context retention will allow customers to initiate a transaction on one touch point and complete it on another.

• Omni-channel enablement

Tedious manual process ofacquiring customers

• Telcos will increase their digital reach and integrate their acquisition process with global customer identity databases for authenticationand verication.

• Automation to enable faster and easier customer acquisition and on boarding process.• Regulations will be increasingly eased to enable lower costs on digitized acquisitions.

• Digital acquisition

• Digital supply chaintransformation

Detecting and xing customerexperience degradation

• Currently data from digital products is used to map usage. It will also be extended to map failure points in customer experience.• Using customer-specic data and mapping with larger customer base data, telcos will identify common failure points and focus on xing

them proactively.• Identication of failure points will allow telcos to resolve the issue before it becomes a failure point for the customer and leads to a complaint.

• Customer life cyclemanagement

Operators have a sales-focusedapproach

• As customers get more digital-savvy, the share of wallet for digital services is expanding much more than core telecom services.• Hence it will become imperative for telcos to shift focus from a customer acquisition to overall customer life cycle management.

• Dynamic pricing

• M&A, Post Merger Integration

Share of high-cost traditionalchannels for customerawareness in BTL is high

• Telcos will need to develop presence across channels and control the brand image, since brand conversations and comparisons occur through aplethora of digital touch points increasingly outside of the control of brands and traditional ATL/BTL marketing methods.

• Operators are increasingly developing intelligent insights from existing inventory of data and using it to improve cross-sell/up-sell conversionsthrough a real-time dynamic mechanism of personalized recommendations and NBAs.

• Digital marketing

• Brand monitoring• Social listening• Big data analytics



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Maturity



Value chain deep diveTalent and culture

Talent and culture

Talent and culture

Talent strategy

Talentmanagement

EY digitalsolutions

Sourcing andrecruiting

Virtualtraining models

Learning anddevelopment

Collaborationandproductivity tools

Performancemanagement

Knowledgemanagement

Developing highperformance culture

Compensationsand incentives


Attracting new talent withdigital skill set

• With operator’s focus shifting on digital, telcos will hire personnel with skill set specic to digital solution implementation.• Telcos will hire talent based on a sourcing, screening and selection process that identies candidates with the right knowledge, skills and

behaviors to perform highly complicated digitization.

• Skills and competenciesassessment

Automation of all employeeinterfaces

• Telcos will move to transform complete hire-to-retire talent life cycle management covering talent acquisition, talent development, talentretention and talent management using digital technologies.

• Talent life cycle mangement

Co existence of people withdigital skill set and existingemployees

• Telcos will develop specic programs and initiatives to build a digital–oriented culture across employees. • Collaboration and productivitytool

Upgrading skills in a distributedenvironment

• Telcos will use web and mobile training modules.• Telcos will develop cloud solution for employees knowledge management and development (within and outside organization).

• Cloud-based knowledgemanagement portal

Developing a high-performanceculture with motivatedemployees

• Telcos will identify and develop the right organization culture inline with its values (i.e., scientically led, patient-centric).

• Telcos will develop scientic approach for incentive earning for employees on the right things.

• Employee gamication

Impart specic skills at theright time to each employee tohelp the company

• Improve employee performance by imparting knowledge, changing attitudes and improving skills for an increasingly mobile workforce

• A suite of integrated knowledge database with easy access

• Virtual training models



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Maturity



Value chain deep divePartner and ecosystem

Partner andecosystem

Partner and ecosystem

Identify needand search

Digitization ofpartner interfaces

EY digitalsolutions

Checkfeasibility

Partner performancemanagement

Negotiateand contract

Partner ITsystems Integration

On board

Demandforecasting

Operationsmanagement

Settlementsand payments

Managepartner portfolio


Building a long-term strategyfor partner selection andgrooming

• Telcos will use scientic approach to partner selection and onboarding by use of quantitative and qualitative techniques.• Telcos can quickly skip the learning curve and provide a great digital experience to customers through careful selection of partners.• Partner grooming and development will be a long term process with partners evolving along with the organization.

• Partner selection framework• Partner contracting

Creating an operator-partnerecosystem

• The customer experience and product performance can drastically change for better or for worse as soon as the customer steps out of the telcoenvironment and goes into the partner environment.

• A better overall experience can be created by tight integration of the telco and partner systems and processes.

• Data security

• Resource demand forecasting

• Partner IT system integration

Creating digital awarenessamong partners

• Telcos can build partner capability through long-term collaborative capability development in digital spaces.• Telcos will involve partners and their systems in earlier stages of process digitization.

• Digitization of partnerinterfaces

Cost reduction in operationsthrough partner efciency

improvement

• Service providers should ensure partner capability development through training programs and IT implementation support for key systems likeERP to ensure high performance levels.

• Digital training

Seamless partner payouts • Timely payments are essential to ensure positive partner relationship.• Integration of variables such as product returns, performance penalties, tax changes, etc. in real time will enable one-time accurate payouts.

• Partner performancescorecard



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Maturity



Value chain deep diveEnterprise technology

Enterprise

tech.

Enterprise technology

Dene enterprisetechnology strategy

Cloud solutionsEY digitalsolutions

Plan designframework

Innovation factory

Design testdevelopment

Digital technology

Testing

Big data analytics

Execution Settlementsand payments

Maintenance,optimization

and expansion


Legacy stacks leading todisparate IT landscape

• While the Maturing builders and Builders have the edge in choosing a pre-integrated stack, the Established and Transformers will have to adopt aorganization-wide transformation to leapfrog to the latest capabilities as a unied goal.

• Digital technology road map• Mobility solutions for

enterprise

Disintegrated network andIT elements in the age ofconvergence

• With the advent of IP-based networking, IT-network convergence is an imperative. Traditional boundaries of IT and Network need to be madeporous to ensure a smooth transition to a well-integrated platform.

• Increasingly, CIO and CTO positions will converge to enable unied control.

• Digital architecture for futureTelco

Coexistence of people withdigital skill set and existingemployees

• Telcos will develop specic programs and initiatives to build a digital–oriented culture across employees. • Collaboration and productivitytool

Transform IT to providecapabilities to business basedon cloud

• Cloud solutions have gone beyond application hosting and storage. Telecoms players need to re-position themselves as solution providers,widening their portfolio with personalized problem solving for their enterprise customers.

• Digital innovation factory

• Go-to-market approach

Use of Big Data and analytics

for newer revenue streams

• The established players have the history, information, connection and relationship with the customer to monetize the wealth of data residing on

their network and IT systems. More and more advertisers are turning to telecoms companies as capturers of consumer movement.• Transformers have already made an initial impact in seizing these opportunities and partnering to open new revenue streams.

• Analytics and insights,

complex customerinteractions analysis

• Digital risk evaluation, digitaldiagnostics toolst



30/53

Maturity



Value chain deep diveDevices

Devices

Access and devices

Interpret technologyand network strategy

Device management —consumption and

connectivity devices

EY digitalsolutions

Assess device andsupplier ecosystem

Convergedaccess solution

Plan buy/buildcollaborate decision

Proactive care —devices and network

Device pricing, bundlingand distribution

Processes and systemsdesigned to support

M2M services

Device informationow and analytics

Maintain, optimize,upgrade


Varied product performanceacross devices

• The spurt of different OS types in the past few years has led to an increase in fragmentation of OS/device combinations.• This means that each product that is released needs to be optimized as per the device, which is a cost to the company.• Telcos can use their experience and infrastructure capability to take a lead and help OTTs in identifying focus areas for optimization.• integrated product testing will also include elements like network variations.

• Mobile testing lab• Test scenarios

• Issue monitoring

• Proactive care• OTA services

Inability to abstract device fromnetwork for newer IP basedtechnologies

• Usually when customers face loss of experience due to device/ interface issues they will reach out to telecoms operator to try andresolve issues.

• This adds an unnecessary strain on the company resources to try to resolve device issues.• Operators will move towards integrated testing of devices before launch to eliminate issues at source.

• Collaborated testing

• Converged connectivity solutions (EAPSIM/intelligent client)

• Selective converged CRM

Less ARPU from M2M • Supporting an M2M eco-systems and their use in critical applications will require operators to design new processes and systems forprovisioning, real-time monitoring and support and billing/reporting.

• Operators will attempt to nd higher throughput applications of M2M to increase revenues.

• Cloud-based solutions• OTA services

• Innovative M2M services

Transform IT to providecapabilities to business based

on cloud

• Cloud solutions have gone beyond application hosting and storage. Telecoms players need to re-position themselves as solutionproviders widening their portfolio with personalized problem solving for their enterprise customers. .

• Digital innovation factory

• Go-to-market approach

Churn (multi-SIM) possibilitydue to fragmented deviceusage revenue streams

• Consumers have started using multiple device types (mobile phones / tablets / laptops / wearables etc.) for use at different types of theday and for different purposes.

• Each device is an opportunity for a competitor to start a relationship with the customer. Telcos will have to identify and protect againstthe possibility of churn through these means.

• Customer life cycle management

• Device management

• Single sign-on

• Device security



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Maturity



Value chain deep diveRegulatory

Regulatory

Access and devices

New regulation

Device management –consumption and

connectivity devices

EY digitalsolutions

Building regulationpolicies and processes

Digital risk andcybersecurity

Regulation riskassessment

Digital tax

Regulation communicationand training

Digital enterprisestrategy

Customer duediligence

Implementation


Meeting consumer protection norms • Stringent focus of regulators for meeting consumer protection rules, privacy and security• Dispute handling, managing customer experience, pricing transparency, consumer data protection

• Information security maturity assessmentand road map,

• Digital rights management capabilities

Physical ling-based compliance • Consortia lobby to introduce digital compliance, making Telcos paper-free from all three perspectives — Outside-in(customer), inside-in (employee) and inside–out (vendor)

• Digital compliance management

New digital tax issues • Emerging trend of new rules for geography-specic taxation of digital income • Digital tax management

Meeting government demands forpolicing

• Governments to look at telco for assisting in law enforcement for their:

• Surveillance needs and Data retention

• Intellectual property rights violations, such as blocking of torrents

• Consumer data protection

• Digital law for data privacy

Increasing regulations for new services • Operators to be increasingly asked to follow new regulations for new services like:• Regulating digital content

• Regulations for new technologies — M2M, SDN, etc.

• Regulations for data protection in cloud

• Digital regulatory compliance processes

Regulatory uncertainty on growth ofOTT services

• Regulators globally are evolving their position on neutrality of access

• Telcos to target partnership with OTTs, new business models and regulatory scrutiny

• Social listening to understand consumersentiments

Managing costly regulatory compliancein a cost-effective manner

• Telcos to comply with regulations by building concrete process and KPIs• Improved compliance automation to manage multiple regulations and standards

• Digital regulatory optimization strategy



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Solutions and mapping to digital offerings


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EY digital solution offeringIntroduction

1 4

2 5

3

11 distinct offerings address alldigital challenges across sectorsand domains

Benets realization frameworks areembedded in each solution to ensurebusiness outcomes are realized.

Each offering is a suite of solutionstailored to suit the needs ofthe client.

EY’s recent acquisitions bolster thetools and technology partnershipsrequired to digitize end to end.

Solutions are modularized to prioritize

point solutions over holistic approaches.


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Digital solutions for telecomsMapped to EY digital framework

• Tax advisory for cross-borderservices

• Tax guidance for new serviceslike M2M, cloud, etc.

• Digital law for data privacy• Digital regulatory compliance

management• Digital compliance optimization

• Digital risk and cyber security• Consumer data protection• Device security

• Digital ledger management

Analyzing

Digital risk and cybersecurity

Digital law

Digital tax

Digital supply chain

Digital operations

Digital technology

Experience design

Digital transactions

Digital enterprise strategy

Sensing

• Digital innovationfactory

• Product experienceengineering

• Digitized product lifecycle management

• Digitized price/modeldiscovery

• Employee gamication• Crowdsourcing

• Enterprise operatingmodel

• Big data, analytics andinsights

• Complex customerinteraction analysis

• Network costoptimization

• Skills and competenciesassessment

• Talent management• Knowledge

management• Collaboration and

productivity tools• Omni-channel

enablement• Virtual training

• Due diligence• M&A• Post-merger integration

• Customer experiencemanagement

• Self care• Proactive customer care

• Simulation tools• Automated feedback• Test scenarios

• Digital supply chainmanagement

• Digitize partnerinterfaces

• Partnerperformancemanagement

• Demandforecasting

• Digital contentdistribution

• Digital assetmanagement

• Digital technology roadmap

• Digital architecture forfuture telco

• Integrated billingsolutions

• Cloud solutions• Network asset

management• Monetizing network data

• Digitized networkmonitoring

• Device management• Converged access

solution• Go-to-market approach• Mobility solutions for

enterprise• Customer life cyclemanagement

• Digital marketing• Social listening and

analytics

• Digital acquisition• Digital distribution


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Deploying cross service line digital solutions

Advisory Transactions Tax Assurance

Grow Optimize Protect


The future of telecomsDeploying tailored digital solution…delivering accelerated solutions

InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain

Digital tax Digital lawDigital riskand cybersecurity

Digitalaccounting

Network convergent technology and infrastructure

1 Shorter life cycle of newtechnologies(2G/3G/4G)

2How to use customer data andinsights for differentiated customerexperience

3Absence of device ecosystem for3G/4G/5G

4 Asset tracking and management

5 High O&M cost contribution fromactive/passive components

Critical solutions

Good to have

Enablers

Not relevant


36/53






InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Products and services

1 Driving product innovation

2 Driving pricing innovation

3Competition from OTTs in B2B space(e.g., Skype for business)

Critical solutions

Good to have

Enablers

Not relevant


37/53






InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Fulllment and billing

1 Building trusted billing relationship

2High time to market due to legacybilling system complexities and lackof integration across services

3Currently assurance is at a service/product level

Critical solutions

Good to have

Enablers

Not relevant


38/53






InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Customer interface operations

1 Varied customer experience acrossbusiness units and touch points

2Tedious manual process of acquiringcustomers

3Detecting and xing customerexperience degradation

4Operators have a sales-focusedapproach

5Share of high-cost traditionalchannels for customer awareness inBTL is high

Critical solutions

Good to have

Enablers

Not relevant


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InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Talent and culture

1 Attracting new talent with digitalskill set

2Coexistence of people with digitalskill set and existing employees

3Upgrading skills in a distributedenvironment

4Developing a high-performanceculture with motivated employees

5Impart specic skills at the right

time to each employee to help thecompany

Critical solutions

Good to have

Enablers

Not relevant


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InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Partner and ecosystem

1 Building a long-term strategy forpartner selection and grooming

2Creating an operator-partnerecosystem

3Creating digital awareness amongpartners

4Cost reduction in operations throughpartner efciency improvement

5 Seamless partner payouts

Critical solutions

Good to have

Enablers

Not relevant


41/53






InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Enterprise technology

1 Legacy stacks leading to disparate ITlandscape

2Disintegrated network and ITelements in the age of convergence

3Transform IT to provide capabilitiesto business based on cloud

4Use of big data and analytics fornewer revenue streams

Critical solutions

Good to have

Enablers

Not relevant


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InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Devices

1 Varied product performance acrossdevices

2Inability to abstract device fromnetwork for newer IP-basedtechnologies

3 Less ARPU from M2M

4Churn (multi-SIM) possibility due tofragmented device usage

5 Varied product performance acrossdevices

Critical solutions

Good to have

Enablers

Not relevant


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InnovationDigital

enterprisestrategy

Digitaltransactions

Experiencedesign

Digitaltechnology

Digitaloperations

Digitalsupply chain


Digitalaccounting

Regulatory

1 Meeting consumer protection norms

2Meeting government demands forpolicing

3Increasing regulations for newservices

4Regulatory uncertainty on growth ofOTT services

5Managing costly regulatory

compliance in a cost-effective andmanner

Critical solutions

Good to have

Enablers

Not relevant


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Digital Maturity Modeling toolkit


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Tools and frameworks

At EY we work collaboratively, bringing together experience across advisory, transaction, tax and assurance to deliver digital services. EY has developed anextensive set of tools and frameworks to enable the digital journey for customers

# Tool/Framework Description

1 Digital Transformation Framework to approach digital

2 Digital Portfolio Maturity Assessment Maturity model toolkit

3 Social Media and Digital Diagnostics Tool Tool to assess the digital and social media journey

4 Customer Analytics Framework Customer Insights Tool

5 Crimson Hexagon Social listening and analytics tool

6 Customer RoI Parameters to be considered while deriving RoI

7 SEO Framework Parameters for SEO strategy

8 Digital Realization Framework Framework for digital transformation

9 Social Media Governance SM governance framework

10 EY Social Community Maturity Model Assess social media maturity

11 Channel Engagement MaturityAssess how efciently engagement in and handoffs between distributionchannels happens

12 Innovation and Digital Realization™ Framework Customer engagement and innovation questionnaire

13 Digital Diagnostic Tool and Methodology Digital diagnostics to identify interventions and build road map


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Maturity model toolkit: a snapshot

Maturity stage

Business process characteristics

Branding Marketing- Campaigns, communication, customer insight

and analytics

Products, services and new product development

L e a d i n g

Digitally transformed and

best in class. Infused digital

throughout the organization.

Leveraging digital for

competitive advantage.

1. Use of automated sentiment analytics across social media to track andunderstand the attitude of consumers toward brand.

2. Consumer is the co-creator of the brand.

3. Global benchmarks and best practices as a KPI for measuringbrand sentiment.

4. Consumers are brand advocates and have a high loyalty and afliationwith the brand touch points.

1. Digital strategy is linked to business outcomes.

2. Use of analytics and customer insights before and after every campaignto monitor KPIs.

3. Digital and social culture at an enterprise level.

4. People, processes and technology aligned to digital objectives.

1. Accepts payments for products and services via social commerce,mobile commerce and electronic wallets.

2. Products and services are recommended to online visitors/customers byusing online behavioural analysis and “mood recognition”technologies.

3. Monitors social media (sentiment analysis) for purchasing signals andtrigger-related offers to all customer segments across all digital andnon-digital channels.

4. Leverage digital technology for rapid prototyping and visualization ofnew products.

E s t a b l i s h e d

Leveraging digital

successfully, driven by top

leadership. Clear road map

and on parwith competitors.

1. Integrated customer analytics, customer segmentation and targeting,campaign development and management by using digital CRM tools.

2. Strive to achieve a uniform customer experience across, platforms,devices, channels throughout customer life cycle.

1. Leveraging digital and social for brand building and acquisition as one ofthe primary objectives.

2. Higher brand recall and loyalty.

3. One of the buzziest brand on social media.

4. Very likely to enjoy higher positive sentiment.

5. Leverages analytics at every stage for drawing the next line of attack.

1. Allows customers to purchase products and services in a one-click,simple experience through their preferred digital channels: social medias(Facebook), e-commerce portals (eBay and Amazon), aggregators (Mon-eysavingexpert.com) as well on our website and via smartphone apps.

2. Websites and mobile applications are integrated with popular mobile andsocial networks.

C o l l a b o r a t i v e

Working extensively with

fans, followers, external

partners and internal public

towards a higher brand

impact and better CX.

Exploring and experimenting

with digital to achieve

objectives

1. Introducing campaigns, crowdsourcing, tools and digital properties toco-create the brand.

2. Leverage free digital content (e.g., youtube videos) and digital gamingaround brand, products and services to interact with customers andenhance their experience.

1. Co-creatin g marketing campaign s with a target set to nd new customers.

2. More focus on establishing customer relationship

3. Reach out to inuencers and a wider support base for brand impactand reach.

4. Use digital technology to drive collaboration, knowledge sharing, andidea development and promotion.

1. Communicate with customers and collect their feedback on website andsocial media (Facebook, Twitter).

2. Leveraging digital for consumer dip stick analsis, polls, feedback forimproving existing products and services and new product development

3. Seeks customer feedback via websites, online communities, social mediaand mobile apps after a sale to keep the discussion going and recom-mend similar or complementary products and services.

D e v e l o p i n g Enhancing digital capabilities

in pockets but not yet

realizing signicant value

from investments.

1. May have recently established digital properties across channels andplatforms.

2. Push information about company, products and promotions throughsocial media (Facebook, Twitter) and online advertising majors(Google, Yahoo!).

1. Presence on select social channels but lack of focus on brand impact,acquisition or CRM.

2. Building web and business analytics capabilities.

1. Leverages existing online marketplaces to sell products and services.

2. Accept all traditional payments means and allows online transactions tobe paid via payment networks (PayPal, Amazon, Google Checkout).

B a s i c

Little focus or investment indigital. No clear leadership

for digital and lagging

behind peers.

1. May broadcast information about our company and offerings throughmass email, our website and social media presence

2. Would have recently initiated digital journey for brand impact

1. Not enough investments in creating digital touch points

2. Yet to initiate digital journey

3. Heavy dependencies on ATL and traditional media

1. Has web presence that provides information on products and services.

2. Has built e-commerce capabilities with payment gateway and backendlogistics

3. Recommends, Cross sells products or services to online customersthrough engine


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Maturity model toolkit: a snapshot

Maturity stage

Business process characteristics

Sales Customer care Connected workforce Digital HR

L e a d i n g

Digitally transformed and

best in class. Infused digital

throughout the organization.

Leveraging digital for

competitive advantage.

1. Target product and service recommendations toonline visitors/customers by using onlinebehavioral analysis and “mood recognition”technologies.

2. Selling via time-based offers and cyber couponing onsocial media

3. Monitor social media (sentiment analysis) forpurchasing signals and trigger related offers tocustomer segments across all digital and non-digitalchannels

1. Use of innovative servicing channels like intelligentFAQs, virtual assistants, click-to-chat andclick-to-call.

2. Encourage self-help peer-to-peer forums forcustomer service and queries.

3. Proactively scan web and reach out to customer forany negative sentiments, customer requirementsand other fulllment.

4. Establish social CRM KPIs and business objectivesfocused on lowering cost of servicing.

1. Gamication for training, making work fun andchanging behaviors.

2. Internal social network for co-creating, sharing,building sense of community, building employeeloyalty and networking (Yammer).

1. Seamless integration between career website andother job search sites (LinkedIn, Monster.com) to en-able prospective employees to apply using existingsocial networks credentials.

2. Leverage simulated reality training to improvetime-to-competency by aligning training efciencyand the employee interests and skills.)

E s t a b l i s h e d

Leveraging digital

successfully, driven by top

leadership. Clear road map

and on par with competitors.

1. Digital fulllment and new customer acquisition (CAF) via digital channels

2. No dependencies on brick-and-mortar shops forsubscribing to the network, change plans / tariff, buyVAS or update personal details.

3. Salesforce equipped with smartphones and tabletsto perform sales tasks and process orders and pay-ments on the go or at physical locations

1. Proactively use social media (Facebook, Twitter),complaints aggregator sites (e.g., Complaints board)and user communities to address complaints withimmediate resolutions.

2. Establish a dedicated social media customer griev-ance cell with minimum TAT and SLAs.

3. Prioritize engagement on a digital channel based onsentiment analysis (Twitter sentiment, socialeyez.com).

1. Telepresence and video conferences are standardways to conduct business.

2. Leverage collaboration and ideation environment/platform to crowd-source ideas and insight to helpstrategic initiatives (e.g., IBM JAM).

1. Online tools for employee performance evaluationand feedback.

2. Prospective employees can chat real-time with ex-isting employees or get in touch via forums or socialmedia (Twitter and Facebook page).

C o l l a b o r a t i v e

Working extensively with

fans, followers, external

partners and internal public

towards a higher brand

impact and better CX.

Exploring and experimenting

with digital to achieve

objectives

1. Test their ideas and designs on social media andcollect feedback using social media analytics

2. Sales force leverages mobile SFA applications thatprovide access to client, contact and pipeline infor-mation and proactively notify them of upsell andcross-sell opportunities

1. Customers can interact with the content postedabout company or offerings (Facebook “Likes,”comments) and share it on their social networks(Facebook, LinkedIn) and via email.

2. Review comments received on web and social mediapresence (Facebook, Twitter) and via email to createcustomer satisfaction reports.

1. Leverage telepresence/video conferencing capabili-ties to all employees to support remote collaborationand reduce travel.

2. Provide online tools for collaboration, instant mes-saging project management, sharing ideas, knowl-edge base among teams and individuals.

1. Organize interactive online training sessions usingWebEx and GoToMeeting.

2. Communicate company news, mission, values andlife through social media and blogs and build com-munities to engage with prospective employees.

D

e v e l o p i n g

Enhancing digital capabilities

in pockets but not yet

realizing signicant value

from investments.

1. Review industry benchmarks, customer feed-back, price comparison websites and the feedbackreceived from social buzz to ensure correct pricepositioning

2. Process most of the orders and fulllment requests

manually

1. Customer service through standard complaint pro-cess (mail, email, phone).

2. Yet to establish Social Media CRM cell for the brand.

3. Lack of Governance Framework, Escalation Matrix,Crisis Matrix and ORM on Digital Media.

1. Allow employees to access the company networkremotely.

2. Support and encourage exible working programswhere appropriate and provide employees with thenecessary mobile infrastructure such as laptops and

smartphones.

1. Post job ads on social media (Facebook , Twitter) andprofessional networks (LinkedIn, Doostang).

2. Online tests for recruitment and online trainingmodules available.

B a s i c

Little focus or investment in

digital. No clear leadership

for digital and lagging

behind peers/

1. Based on product strategy, the brand recommendscomplementary products or services via sales force,when users interact with digital channels

1. Use of basic digital servicing channels (online FAQ,email, web forms).

2. Servicing experience is not consistent across allplatforms.

3. Heavy dependencies on brick-and-mortar stores forfulllment.

1. Provide laptops and mobile phones to some employ-ees, on a discretionary basis.

2. Some meetings via conference calls.

1. Posts new positions on career website or internet jobboards ( Monster.com ).

2. Standard application process via career website.

3. Face-to-face interviews and training courses.


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EY capabilities


49/53


Case studies

Client Background Our Contribution

Tier 1European operator

• The client is the No. 3 operator in France with 7,500 employees, 650branded shops and 12 million customers.

• Beyond the price war since the arrival of Free on the mobile market, theclient wants to differentiate through digital CE.

• The client wants to adapt its offers, process and organization tofast-changing customer demands and expectations in the new digitalparadigm: customization, self-sufciency, touch point consistency,multi-screen and socialization.

• Understanding of the customer behaviors on the main customers’ touchpoints (physical shops, call center,dematerialized channels, etc.)

• Very fast decision-making based on the simplication of the customerexperience

• New methodologies of project management, from “the customer stories” tothe “Minimum Viable Product” witha three month cycle to assist inimplementation

Tier 1operator in New Zealand

• The client engaged EY with an intent to shift the customer service paradigmthrough digitization in face of declining market dominance.

• Transformation of governance of digital channels• Key risks and controls to manage digital interfaces• Streamlining social media channels

Greeneld telecomsoperator in India

• The client was deploying a large-scale digitization project that willrevolutionize telecoms in the country.

• EY was engaged to design the GTM strategy and a digital operating modelfor customer operations.

• Signicant lead time reduction for activation• Paperless activation a rst in India• Customer experience as a differentiator using digital approach• Designed digital concepts

Tier 1operatorin Australia

• The client wanted to deliver signicant productivity benets and improvecustomer service to achieve competitive advantage in the marketplace.• The wider client program (Project New) involved all the major business units

within the organization, whereas this engagement relates only to theMobiles, Broadband and Bundles product offerings.

• Assisted in delivering signicant, quantied benets identied throughprocess redesign with annualized benets of approximately $650m achievedthrough productivity improvements and reductions in costs, transactiontimes, variance and rework


50/53


EY global advisors

Prashant Singhal, Global Telecoms Leader

Industry expert, leading transformations for operations andselection, pricing, distribution and launch strategy

Frederic Huet, Partner, UK

Convergent strategies for both telecoms and Media, as well asdue diligence and pre-due diligence

Amit Sachdeva, Global Telecoms Advisory Leader

Industry advisor, leading transformations for operations andselection, pricing, distribution and launch strategy

Bart Van Droogenbroek, Global Telecoms Tax Leader,Luxembourg

Supply chain management, as well as financing, holdingand intellectual property structures through Luxembourgintermediate entities

Robert Heukamp, Executive Director, France

Strategic transformation projects in telecoms and mediasector, pushing topics like 4G, FTTH, IPTV, DVB-T, etc.

Praveen Shankar, Partner, UK

Leads the UK and Ireland supply chain team in the telecoms,

media and technology industry sector

Vincent Douin, Executive Director, France

15 years of experience in telecoms, with capabilities/experience in emerging markets, marketing and sales strategyand go-to-market

Joongshik Wang, Partner, Singapore

Capabilities/experience in commercial due diligence,

turn-around strategy, digital business and strategic marketingin telecoms and media industry, payment and retail industry

Adrian Baschnonga, Associate Director, UK

Lead analyst at Global telecoms center, responsible for EY’s

thought leadership output

Anurag Malik, Partner, India

A decade of HR consulting experience with CEOs and HR headsof more than 100 organizations globally and across almost allsectors

GK Anand, Director, India

Customer experience and service strategy design, business-wide cost reduction, IT strategy and transformation

Shilpa Singhai, Senior Manager, India


Networkconvergent

technology and

infrastructure

Products andservices

Fulllmentassuranceand

billing

Customerinterface

operations

Talent andculture

Partner andecosystem

Enterprisetechnology

Devices

Regulatory


51/53


Acknowledgements

Shilpa Singhai, Senior Manager, India


Ankit Srivastava, Senior Consultant, India

Experienced in product management, customer experienceand sales, with a focus on digital products

Kumarmangalam Moondra, Senior Consultant, India

Experience in GTM, cost management, process developmentand customer experience transformation in telecoms

Akanksha Waingankar, Senior Consultant, India

Experience in leading the sales process for B2B services,including strategy development and salesforce training intelecoms

Parishrut Jani, Senior Consultant, India

Experience in digital and social media, delivering strategy,planning and execution with analytics

Digital Product Service

Digital Sales and Distribution Digital Marketing

Digitized Processes


52/53


Glossary

Acronym Term

ARPU Average Revenue Per User

CSP Communication Service Provider

EAP Extensible Authentication Protocol

IoT Internet Of Things

M2M Machine To Machine

MACD Modify Add Create Delete

MVNO Mobile Virtual Network Operator

NBA Next Best Action

NOC Network Operations Center

O&M Operations and Maintenance

Acronym Term

OTA Over-The-Air

OTT Over-The-Top

P2P Peer-To-Peer

PAYG Pay As You Go

PMI Post Merger Integration

SDN Software Dened Network

SEO Search Engine Optimization

VAS Value Added Services

VOC Voice Of Customer

WAP Wireless Application Protocol


53/53

EY | Assurance | Tax | Transactions | Advisory

About EY

EY is a global leader in assurance, tax, transaction and advisory

services. The insights and quality services we deliver help build trust

and condence in the capital markets and in economies the world

over. We develop outstanding leaders who team to deliver on our

promises to all of our stakeholders. In so doing, we play a critical

role in building a better working world for our people, for our clients

and for our communities. EY refers to the global organization, and

may refer to one or more, of the member rms of Ernst & Young

Global Limited, each of which is a separate legal entity. Ernst & Young

Global Limited, a UK company limited by guarantee, does not provide

services to clients. For more information about our organization,

please visit ey.com.

© 2015 EYGM Limited.

All Rights Reserved.

EYG no. EF0157

ED None

This material has been prepared for general informational purposes only and

is not intended to be relied upon as accounting, tax, or other professional

advice. Please refer to your advisors for specific advice.

ey.com

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Report Telecoms - EY - 2015 - Global Telecoms Digital Playbook

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