Transcript Are You interested in VIN number portability?

Security Level:
BSS Forum Moscow
Business Transformation, what for?
Ivan Hlavanda, Senior Business Consultant, GBC BSS Product Line,
Huawei Germany
+49 1622 106269
[email protected]
HUAWEI TECHNOLOGIES CO., LTD.
Content
1
Business Transformation for MNP market
2
Business Transformation Key aspects
3
Q&A
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Page 2
Are You interested in VIN number portability?
Car Buying Story
 Owner of the CAR A is willing to buy
CAR B unless his VIN number is
ported?
 Owner of CAR B is refuting to port VIN
number from CAR A
 Question nr.1: is this situation stopping
the deal?
 Question nr.2: Why is Telco different?
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Overall MNP trends & Impact on European Market
Percentage of Numbers Ported over Total Subscribers across Countries
Prices declined after the introduction of MNP by 7.9%, on average, main impact on MNP is reduction of
price and market concentration
( Source: European Commission 2010, data analysed in 2008 after first year of EU MNP regulations in paper by Cho, Ferreira, Telang in The Impact
of Mobile Number Portability on Price, Competition and Consumer Welfare)
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MNP Challenges & Expectations
Expectations
Challenges
Competitiveness
Regulatory & Market Pressure.
Customer Experience
Churn
Retention
Regulatory
Cost
Common Approach
Declining revenues
Fragmented MNP
solution
Common Platform
Trust
Common Rules
Bloomberg informs: Russia plans to end so-called “mobile slavery” by introducing mobile number portability from December, according to Telecommunications
Minister Nikolay Nikiforov. The country will at least partially start number portability from Dec.1 as planned despite proposals to delay introduction until April 1,
Nikiforov said, according to official government newspaper Rossiyskaya Gazeta. The ministry expects about three million Russians a year to change operator while
keeping their mobile-phone number, Nikiforov told Rossiyskaya. Tele2 Russia and OAO MegaFon (MFON) have already successfully tested number portability, and
OAO Mobile TeleSystems (MBT) and VimpelCom Ltd. (VIP) followed last week, the 31-year-old minister said. Russia has a mobile penetration rate of 164 percent,
which means there are 1.64 active SIM-cards for each person in its population of 143 million, according to research agency Advanced Communications & Media.
About half of Russians are potentially ready to switch mobile operators while retaining their mobile numbers, Nikiforov said.
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Successful MNP transformation MUST address challenges
People
Communication between
Regulator & CSPs
Communication between
CSPs
Communication between
CSPs & Vendors
Communication between
CSPs operational unit
Processes
MNP
Transformation
MNP Requests Channels
MNP Provisioning
Channels
MNP Churn prevention
MNP Retention portfolio
MNP Fraud Management
Platforms
MNP Platform Cost
Centralised or distributed
BSS & OSS technological
constraints
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MNP transformation aspects: People
 Bi-directional communication between Regulator & CSPs
MNP Transformation checklist
 MNP Approach suitable for all parties in terms of Cost sharing, MNP
execution and Market Communication
People
 Internal CSP communication with affected business units like Marketing,
Loyalty, Retention, Sales, Fraud , Customer Care
 Internal CSP communication with affected IT units like Ordering, Provisioning,
Network, Partner Management, Billing
 Vendor Communication seeking most suitable solution for given Regulatory
& Market Conditions with appropriate cost and desired implementation
approach
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MNP transformation aspects: Process
 Design of Common & Shared MNP Processes across transformed Market:
MNP
Transformation
Request
Rules, Retention checklist
Rules, Provisioning Rules, Fraud Rules, Compliance
Rules
Process
 Design of CSPs processes with regards to Customer Base: MNP Request
Channels, MNP fees, Retention offers, Churn prediction, Strengthening of
Fraud Prevention, Resource Management
 Design of B2B processes between Donors & Recipients in MNP process: Fault
Management, Customer Complaint Management, Regulatory Compliance
 Design of processes related to Managed/Outsourced Service: Porting In SLA
Management, Porting Out SLA Management, Integration to CSPs platforms,
Exception & Fault Handling
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MNP transformation aspects: Platforms
 Cost Bearing & Cost Sharing: dependent on centralised or distributed
MNP
Transformation checklist
approach
 MNP Architecture compliant with Regulatory requirements
Platform
 Multi-directional or Bi-directional transaction flow
 Atomic, Shared or Outsourced Fault Management
 Disaster & Recovery
 Reporting
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MNP Orchestration Sample
Billing of Ported SIMs
Retention Window
Porting Request
Porting Out or Porting In?
Within Contract and blacklisted?
Allowance for donor CSP to
retain Customer
.
Provisioning of Request
De/Provisioning of old service
Activation of new service
Synchronisation between old and
new service provider
Regulatory reporting
Compliance
B2B reporting
Settlements
Compliance to agreed Market Specific regulations & norms
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UK MNP process example
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German MNP process example
Every NO and SP is obliged to implement a MNP desk. The MNP desk is central contact only for other
NOs and SPs in case of occurring trouble with a porting request. The MNP desk shall be reachable
by German local fixed line phone, by e-mail and by German local fixed line fax.
The following time table for availability is mandatory:

working days 08:00 to 18:00.

Saturdays (except German bank holidays) 08:00 to 12:00
In addition the following reaction times are valid:
working days:

reception between 0:00 and 11:59 = answer on same day up to 18:00

reception between 12:00 and 0:00 = answer on following day up to 12:00
Saturdays (except German bank holidays):

reception between 0:00 Uhr and 11:59 = answer up to 12:00 of next working day
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Content
1
Business Transformation to MNP market
2
Business Transformation Key aspects
3
Q&A
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Business Transformation is affecting entire revenue chain!
Revenue Management model from Shareholder perspective
Contributing Factors
Revenue Strategy = Differentiation (OPEX, CAPEX,
Revenue, Profit)
Budget
ERP
 Financial targets
Collection
 Time to Market
 Business Process Excellence
Billing
Provisioning
Ordering
 Operational Excellence
 Risk Management
 Wholesale Management
Acquisition
Product Offer
Customer
Product Strategy = Differentiation
 Customer Experience
 Project and Change Management
 Compliance
Think about this domains from future perspective!
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Business Transformation is Realising Future Now...
An executive management initiative to align the company’s vision and strategy with its Processes, Systems,
People, Organization and Marketing Mix.

Business Transformation is about change and results.

Key results are delivered by people.

People run businesses.

Businesses are run on platforms (i.e. B/OSS).

Platform execute processes.

Processes are managed by people.

To transform business, we need to transform Process, Platform & People.
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Executing Strategy via Business Transformation
Know Better, Do Better
Maintain Business Momentum
Improve Business Results
Information Leadership
Market Challenges
Operational Challenges
Technology Challenges
Financial Challenges
3 P’s of Business Transformation
Process
Industry Best-Practice
Process (eTOM, ITIL etc.).
Ensure E2E .
Platform
People
IT Strategy, Modernization, Consolidation, Proactive Roadmap Planning, Cloud Strategy and
Planning, Infrastructure Management
Grow New
Revenues
Personalized
Experience
Execute
Strategy
Maximize
Automation
Reduce Costs
TCO, OPEX
Max. Business
Performance
Maximize
Retention
Improved
Partnerships
Improved
business data
Open Tech.
Best-of-Breed
Organizational Vision,
Strategy, Culture, Structure
Innovative
Products
Increase
Shareholder value
Executing strategies by Transformation can maximize the
overall benefits, for both Operator & the end users.
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Quick TTM,
TTR
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Business model disruption by digital economy
Smartphone hardly used for calls… UK research shows that making calls is at 5th place out of all activities
like web browsing, social networks, gaming & applications. ( Telegraph UK, published June 29th, 2012)
Entertainme
nt
Consumer Service [B2C]
Media
Content
Commerce
Social Media
Payment
Connector
GW
Consumer Service Enablement [B2B2C]
Open API
M2M
Cloud
Enterprise
Service
Infrastructure Enablement [B2B]
Voice
Message
Data
1500 + Telecom Operators
Infrastructure
Telco
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Transformation Trends
Standardization
AS-IS
Simplification
TO-BE
TopUp IVR
Experian
Preventel
ODS
BKR/VIS
Reviva
Dealer
D&B
Schlumberger
E-Incent
KvK-Online
Sales
OPTA
IPM
TABO-beheer
BAT
Inventory Mgt
Sales &
Channel
Mgt
CART
Online
Extranet
Online DTU
Belwijzer
Online* CO
Oracle Logistics
CACS
ODS
MijnTelfort
Rightnow
ODS
Tracker
Network syst.
TREX
XML-Gen/Val
Cendris-tool
BOPS
MACH
• Components • System
•Regionally
standardization architecture and Transform
basic abilities
standardization
• Globally
Transform
OpCo1
OpCo2
Sales
 Distribution
 Branding

Sales
 Distribution
 Branding
IT
IT
Network
Network
OpCo1
Sales
 Distribution
 Branding

•
•
•
•
• …
OpCo2
Sales
 Distribution
 Branding

Interconnect
Partner
OLO
ESP.Apl.
Systeem
IXBS
Number
Inclusion
Wholesale Billing
ODS
PowerCentre
ExpertDesk
TOLEDO
Opt-Out
Business
Objects
Capgemini/
Ericsson
Insado
Enterprise
Mgt
KPN Network
Telfort VAS/
HLR
Provisioning
CCD
BlackBox
CIOT
ODS
Sherlock
Justice
Telfort Mobile System
Overview
Bill Run
Credit Control
HR
Account Receivable
Real-time rating
FMS
Bill formatting
Session Mgmt
RA
Offline Mediation
Multi Parties
• On-demand digital
services
• Multi-sided business
model
• Open API
Virtual Networks
Page 18
Online Mediation
Horizontal
Digitalization
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Balance Mgmt
Trouble Ticket
Siloed Cobweb
Other members of the
KPN group (other
countries)
Debt collection
PPAS
Settings
Usage
BI/DWH
OCS
ERP
Workforce Mgmt
ESP High
usage
Leveraging all-rounds experience in Transformation projects
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Billing
PPM
AMTRIX
TUF/EMM
Product Adaptors
MMS
Convergence Billing System
Inventory
E2ETrack
KiQ Omega
Analytical CRM
COIN
ADC
ESP-GW
ServProv
Usage
)
Network
Supplier / Partner
Billing
XML gw
CDV
ESP
One single IT
Network
Roaming
Partner
CSC-IVR
Centralization

CCD
IM
ACM
Online
Selfcare
Transportation
IS Ops Webt.
ODS
NPMS
Radical
Dashboard
Incident Reg.
CCD
NI2
Data Transformation
OSS
BRAT
CENDRIS
Rek.Online
KiQ Omega
Fastsave
Business Process Manager
FAR/FOD
OCRT
Galileo
TopUp
IVR
HI
Avaya ACD
Retournet
EAI Bus
EDN Erase
ArborBP
Channel
Interpay
CCM
Oracle Finance
AR
Retail Billing
ODS
Tracker
Order
Bank
APRO
ODS
Operational
CRM
E－Care
Product
Marketing Customer Care Campaign
e-Voucher
BankStation
Clarify
SimUnlock
SimcardInfo
Clarify
Galileo
CDV
Fastsave
Tabo
Arbor
NPMS Onl.DTU
Service
PPAS
UPS
Customer
Interface
Mgt
CRM
IP
Contact Center
POS
PPM
Exact
TABO
Postiljon
Payments & Collection
IM
NPMS
SARA
EDR-online
Online shop
VMDB
DataGen
Time to Market Factor – what it is really?
It is more than Your BSS platform exchange
TTM = Product(Product Catalogue)+ Order (CRM)+ Huawei (CBS) + Network(Provisioning)+Legacy(Change Management)+ Legacy
( Manage Service - Change Management)
• One product Configuration deployed to One CRM and One
Convergent Billing System
• One Data source for Settlements and Partner Management
• Efficient and embedded Reconciliation & Data monitoring
Surrounding Systems
• Internal ESB with predefined SOA/API communication
• Legacy systems integration as an integral part of OOTB
Process design
• 3rd party Vendor Management included via E2E Managed
Service competence
All Processes & Contributing Factors
• Roles and Responsibilties as a part of Target Operational
Model Design
• Business Architecture & Business Readiness Support for
succesful BSS deployment
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Huawei Business Transformation Library
Huawei system
Online Mediation
BI
CRM
Billing
Rating &
Charging
Billing
Rating &
Charging
Online Mediation
BI
CRM
Online Mediation
Billing
Rating &
Charging
CRM
Billing
Rating &
Charging
CRM
Charging
&Billing
Rating
Billing
Rating &
Charging
BI
BI
BI
BI
CRM
CRM
HUAWEI TECHNOLOGIES CO., LTD.
OSS
Offline Mediation
Offline Mediation
OSS
Non Huawei Systems
End-2-End BSS & OSS
Eg.: China Mobile Hebei, KPNI Magnum, …
NGBSS Solution
Eg.: KPN Netherland, e-Plus Germany
CBS with 3rd Party CRM
OSS
Offline Mediation
Eg.: Safaricom Kenya, NTS Malaysia , VIVA
Bahrain ...
Online Mediation
Online Charging System
Offline Mediation
OSS
Online Mediation
Offline Mediation
OSS
Convergent Rating Engine
Eg.: Celcom Malaysia, VDF-ES
Service Controller
Online Mediation
Offline Mediation
Eg.: China Mobile Guangdong, Etisalat Nigeria, BrT Brazil,
AIS Thailand, STC Kuwait…
OSS
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Eg.: China Mobile Beijing, Telkomsel Indonesia
Page 20
UK Operator Case Study
Huawei partnered with UK Operator to deliver an E2E Business Transformation & replace the heavily customised, end
of life, legacy IT systems with Huawei “Best of Suite” NGBSS solution in order to meet their growing challenges and
support future growth plans.
Challenge

Scope
Heavily customised legacy systems were reaching end of life driving high
maintenance cost
 Disparate processes resulted in slow TTM and high operational costs
 Different processes & systems for Fix and Mobile prevented product
innovation and FMC capabilities
 End–to-end business process transformation based on OOT BPs and eTOM
 Best of suite NGBSS platform
 Complete business transformation including Target Operating Model &
Business Change Management
 Approx 3+ Mil pre & post customers
Approach
 Business Process Driven Gap analysis based on the Huawei
OOTB Business Processes. Gaps decomposed into detailed
requirements.
 Accelerated and efficient To-Be process design
 E2E Customer Journeys used to validate the process scope.
 Automated and standardized multiple processes across multiple channels
 Detail Design based on designed To-Be Business Processes and
detailed requirements.
 Delivered best in class process capabilities to enhance customer experience and improve
operational efficiencies
 Reduced number of tarrifs & products X4
 Change Management, Business Readiness & E2E testing led by
Huawei
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NL Operator Case Study
Huawei partnered with NL Operator to deliver an E2E Business Transformation & migrate legacy IT landscape to
advanced Huawei “Best of Suite” NGBSS platform in order to reduce TCO, shorten TTM and improve customer
experience
Challenge

Scope
Over 80 BSS systems of which 75 % were out dated & unstable driving high
maintenance costs
 End–to-end business process transformation based on OOT BPs and eTOM
 Complete business transformation
 Complex processes, which lead to inefficient business operations and poor
customer experience
 Wire line and wireless telephony, internet and TV
 Limited innovation capabilities and Long TTM was a recipe for churn
 Approx 40+ Mil Customers: Wholesale, Corporate, SME and Consumer
Approach

Established a strategic & trustworthy partnership between CSP & Huawei

Business Driven programme and supported by IT

Completely re-design and rationalize the commercial Propositions and reengineer Business processes
 Automated and standardized multiple processes across multiple channels

Leveraged Best Practice & Lessons Learned from previous KPN projects
 Successful partnership and

Mobilised & communicated comprehensively and widely with all relevant
stakeholders
 Accelerated and efficient To-Be process design .
 Complete immediate view of the customer improving CX
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Thank You, any questions?
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Back Up Slides
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General
Porting process – optimum case
customer
SP_rec
comm.
interface
NO_rec
NO_del
SP_del
operational: information of network operators
administrative:
alignment of modalities
cancellation / disclaimer
porting request
X.400
porting request
porting date
porting request
porting confirmation
porting confirmation
switching order
NO proprietary
interface
SP_rec: receiving SP
NO_rec: receiving NO
NO_del: delivering NO
SP_del: delivering SP
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initialisation
initialisation
enquiry of switching
information
enquiry of switching
information
enquiry of switching information
switching and confirmation
switching and confirmation
switching order
NO proprietary
interface
switching and confirmation
zMRDB client- / server- operations
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other
NOs
Switching order for network operator
E-Plus internal architecture
The E-Plus internal
service
Edifact
provider
other
service
providers
X.400
architecture for MNP for
service providers is as
follows.
The guiding system for
E-Plus
EAI
CASS
X.400
CUG
T-Systems
inventory
server
MNP
GbR
MNP is the inventory
server (IVS). The IVS is
mediation
device
zMRDB
communication related
to MNP.
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further
network
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vistream
HLR
O2
performing the outside
STP
Vodafone
numbers and is
T-Mobile
maintaining the phone
Implementation MNP process
The graphic below details the implementation process for MNP.
X.400-implementation
new SP
implementation of MNP
XML-telegrams
new SP
new SP
ordering of new X.400mailbox
implementation of X.400mailbox
MNP-desk implementation
E-Plus
E-Plus
announcement to mobile
SPs
request for multilateral
tests
at mobile SPs
new SP
new SP
send MNP-desk data and
X.400 data to E-Plus
multilateral tests with
other SPs
new SP
new SP
E-Plus
E-Plus / new SP
staffing of MNP-desk
configuration of mail,
phone, fax for MNP-desk
configuration of SP
for MNP at E-Plus
bilateral tests
zMRDB access (optional)
new SP
new SP
request read access
zMRDB
set-up access zMRDB
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production
Porting order
Timelines
The window of opportunity for requesting MNP is limited to 123 calendar days before
and 31 calendar days after end of contract.
Requests outside this time frame will be rejected.
With end of contract the customers (old) SIM will be deactivated.
There is no claim for

an actual porting before end of contract

window of opportunity
the old SIM staying activated
after end of contract.
123 cd
31 cd
t
end of contract=
deactivation date
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Porting order
Necessary customer information
At least the following information will be needed to allow a successful porting negotiation.
Private customer
Business customer

MSISDN

MSISDN

Old Service Provider

Old Service Provider

Contract end date

Contract end date

Surname

Company name

Given name

Customer number
 Date of birth
All data has to be exact as an automatic check will be performed during porting negotiation!
Typing mismatches will always result in a rejected request!
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Porting negotiation
Porting request - timeline
1st: SP_rec sends porting request to SP_del via X.400.
2nd: After max. 3 working days SP_del answers to SP_rec via X.400.
3rd and 4th: This is followed by 1 day buffer to allow SPs to inform their NOs and to
allow NOs to prepare the porting.
5th: 2 calendar day before actual switching day the latest switching orders have to be
set by NOs.
send porting
request
SP_rec
1.
answer to
request
SP_del
2.
send
porting order
both SP
3.
PORT 3 wd
-6
start porting
process
both NO
4.
Buffer 1 wd
-3
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5.
t/d
guard time 2 cd
-2
0
minimum time frame to be considered!
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porting
process
all NO
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Porting negotiation
Porting request
There are 2 types of porting requests:

Requests for private customers and

requests for business customers.
We recommend to always request a porting
date “asap”. In this case a smooth switch
from one NO to the other is ensured.
In case more than one MSISDN of a business
customer shall be ported it is necessary to
request the porting for every single
MSISDN.
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Porting negotiation
Answer to Porting request
It is of major importance to
analyse the answer to the
porting request as it may be
rejected due to several issues.
The line “status” may contain
several values:
0000
confirm
0100
syntax error
0102
wrong porting ID
0200
unknown MSISDN
0400
contract not cancelled
0500
double request
0600
already blocked
0700
request to early
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0800
request to late
0101
telegram type unknown
0103
0300
0900
wrong version-ID
wrong contract data
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wanted
date to early
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Porting negotiation
Cancellation of Porting request - timeline
1st: SP_rec sends cancellation of porting request to SP_del via X.400 2 full working
days before start of porting guard time the latest.
2nd: After max. 1 working days SP_del answers to SP_rec via X.400.
3rd and 4th: Both SPs are ordering their NOs to cancel the porting.
Any request outside this time frame will be rejected.
cancelation
request
SP_rec
1.
answer to
request
SP_del
send
cancel order
both SP
3.
2.
-4
-3
start cancel
process
both NO
4.
SORT 2 wd
guard time 2 cd
planned
porting
all NO
t/d
-2
0
minimum time frame to be considered!
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5.
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Porting negotiation
Cancellation request
Also answers to cancellation requests have to
be checked for their result values.
These may be:
0000
confirm
0100
not readable
0101
telegram type unknown
0102
wrong porting ID
0103
wrong version-ID
0200
unknown MSISDN
2000
No request available
2100
no request by SP_rec
2200
to late
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