Scp Global

The Company Strategic Systems (BSS) Of Most Recent Generation Systems Incorporate

1. General
The Organization Strategic Systems (BSS) of newest generation systems include an impressive range of native building blocks – worth added services domain related - integrated into some modular Product/ Resolution Suite created to penetrate saturated Markets and make strategic benefit. Such systems will position the Network(s) Operator to support services growth by means of a expense efficient method by: 1) capitalizing on existing investments, two) utilizing the benefits of a full standardized and Plug'n Play modular Product/ Solution Suite and 3) push a set of specific strategic advantage Platform particular and native value added services to accomplish Market differentiators using an agile approach. This write-up is focus on collateral value added services achieved by way of the implementation of the business strategic systems platforms as noticed in the most recent developments. It truly is outlined also the characteristics such platforms bring to have the ability to orchestrate together the new value added services set as collateral capabilities.
2. Relevance
The significance of Enterprise Support Systems (BSS) has elevated dramatically. This can be due to the fact these systems play a critical role in generating and managing revenues in addition to lowering service providers' operating costs while reaching the organization targets that are obtaining a lot more and a lot more complicated. To have a positive impact, such solutions ought to integrate rapidly, basically and cost-effectively into the operating environment this is why modularity and flexibility along with standardizations are essential. From this perspective capitalizing a lot more functionality natively (inside the worth added services location) on these platforms is a definite asset for the enterprise.
3. Industry Differentiator
Inside the context of systems engineering, "modular design" is a complex approach aiming to subdivide the system into modules and layers that can be interconnected. What's aimed can be a price successful proposition of the system by way of reduction in cost, flexibility in design, modularity provides further benefits for example scalability and service augmentation - adding capacity and new native embedded value added services by just plugging new modules is a definite advantage. The unique bucket of worth added services which is occasionally certain only to such implementations (natively embedded) makes a specific marketplace differentiator for the OpCo in promoting distinctive services and revenue streams.
Players
BSS Suppliers, Convergent Operators, (Multi) Networks Operators, VARs, Resellers, MVNE(s), MVNO(s)
Modules
Operating Firms (a.k.a OpCo) willing to allow an integrated concept of Business Strategic Systems with Platform natively embedded value added services securing collateral revenue streams need to have the modules enumerated below as minimal foundation although searching suppliers. The Modules may be component of exactly the same Supplier Suite or distinct Suppliers getting plugged as 3rd parties inside an integrated blend. The best would be to have an supplier securing all of the deliverables instead of multiple 3rd parties to avoid integration overhead

USSD
IVR
Service Mediation
Service Billing
CRM
Service Provisioning
Service Self Care
Roaming
IPB (Inter Partner Billing)
SCP
Company Method (BP)
Point of Sales (POS)
Consumer Analytics
Service Creation
Loyalty Management
Trouble Ticketing
3rd Party Net Service
Function Order Management
Resource Management
Fraud Management
Voucher Management
Finance Management
Accounting Management Reporting Management
Advertising and marketing
OSS/ J Compliance
eTOM Service Management practices compliance
SOA and Web Services compliance
Seamless customer knowledge on "unified channel" : Self Care Net, IVR, USSD, STK(SIM Tool Kit), E-mail and SMS – the ubiquitous customer access to the information. on each techniques is actually a crucial factor and Suite feature

Standardization
Enterprise Strategic Systems (BSS) ought to be a native enablement for the following collateral Services deemed Platform particular (natively) into the deployed platforms:

Multi-Play
Genuine Time Billing (RTB)
Service Controls
Spending Controls
Services Discovery
Balance Management
Notifications Management
Raw Counters Services

four. Technical
Multi-Play
The implementation of the multi-play item utilizing Enterprise Strategic Systems as enablers may possibly consist:
1) Pre-Requisites: Use Workflow Manager(BP) to set the Multi-Play Service
two) To the customer level:
Allow the Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Worth Service: "Single Bill" Management
Real Time Billing (RTB)
As idea the genuine time billing (a.k.a hot billing) will be the capability to perform genuine time billing and seamless (post/ pre) consumer bill reporting via the "unified channel". The implementation of a Actual Time Billing Service utilizing Enterprise Strategic Systems as enablers may possibly consist of:
1) Pre-Requisites: Use Workflow Manager to set the Real Time Billing Service
2) To the customer level:
Allow the Real Time Billing Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Bill Shock" Management
Service Controls
The concept of service controls comes from the related "parental controls" implementations. Gated (on/ off) services have been around for some time nonetheless enabling them natively via Company Strategic Systems (BSS) proves a superior implementation and approach also.
1) Pre-Requisites: Use Workflow Manager to set the Service Controls Service
2) Towards the consumer level:
Enable the Service Controls Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Worth Service: "Parental Controls" Management
Spending Controls
The spending controls implementation introduces a set of customer services aimed to set limits on various way of managing the expenses. The idea behind is usually to enable the consumer the possibility to control and set its own spending behaviour however preserving a dynamic to this preferences by allowing also interactive modifications.
1) Pre-Requisites: Use Workflow Manager to set the Spending Controls Service
2) To the consumer level:
Allow the Spending Controls Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Smart Expenses" Management and avoid "Bill Shock" – this can be and it's going to be a Regulatory demand in many countries as the data services and client mobility increases consequently roaming is getting much more motion as revenue stream.
Services Discovery
Services Discovery means the capability to add, get rid of and update Services subscriptions based on preferences and context. This Service is presented towards the client as "push menu" by way of the "unified channel" in active or passive way. Active Subscription Management is pushing Services (context- conscious push) – inviting the Consumer to perform service/ strategy switching actions and Passive Subscription Management is meant to have the customer initiating such actions. The thought would be to permit the customer possibility to control and set its own behavioural context dynamically and interactively
1) Pre-Requisites: Use Workflow Manager (BP) to set the Services Discovery Service
two) Towards the consumer level:
Enable the Services Discovery
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Push and Pull Value Services" Management
Balance Management
Balance Management related services make seamless indicates of handling balances for post and pre pay for numerous use situations. The idea makes it possible for the customer to deal with different methods the balance.
Pre-requisites: Use Workflow Manager (BP) to set the Balance Management Service
To the client level: Enable the Balance Management
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Allow sub services:

Balance Value Cost Management
Wallet Management (e.g. family, corporate, private...s.o)
Value Service: "Smart Balance" (and account) Management
Raw Counters Services
The Raw Counters (a.k.a client analytics) based Services implementations introduce client services aimed to make use of true time raw counters information based choices and trigger different actions (or subservices) accordingly (e.g. if congestion on a cell locations (peak hr.) takes place to the cell level tease the customer to postpone the call by giving a $voucher by way of an SMS code...so). Triggering special tariffs applying numerous cells and targeted traffic load …for example whenever the load is low teasing the clients to create voice/ information calls "in the next five minutes or so" to get unique discounted rates. Some other examples could be to trigger advertising based on cell area (or even orchestrated with Location Services) to fundamentally fund calls employing partner channels (e.g. advertising and loyalty based). The counters based services capitalize and efficiently use the existing network capacity by taking active choices employing it. Such services are active services.
1) Pre-Requisites: Use Workflow Manager to set the Raw Counters Services Service
2) To the customer level:
Enable the Counters Services Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Special Value Tariff" Management
Notifications Management
Notifications Management associated services produce seamless and ubiquitous indicates of handling interactions with customers for various use instances. The concept permits the Operating Firm (OpCo) to interact with the consumer to manage in numerous ways the communications via "unified channel" consisting of: SMS, USSD, Net Self-Care, IVR, Email and STK (SIM Tool Kit)
1. Pre-requisites: Use Workflow Manager (BP) to set Notifications Management Service
2. Towards the client level: Allow the Notifications Management
Use Service Creation to set and shape the behaviour of the service components

Worth Service: Promoting "Unified Channel" Management
five. Architecture Definition
To be able to implement the set of Services mentioned above a bit of dive into the concepts of associated and supporting architectures is essential. Decomposition of a Revenue Stream Flow
1) Network Transport Plane à Charging Interface to Network Element (e.g. SCP Node)
2) Network Control Plane à Network Transaction completed by Charging Interface (e.g. CAMEL Protocol)
three) Service Control Plane à Service Transaction accomplished by Network Control Plane (e.g. Prepay Call Session)
four) Charging Control Plane à Charging Transaction initiated by Service Control Plane (e.g. CDR Spooling )
5) Company Control Plane à Organization Transaction carried out by Charging Control Plane (e.g. CDR rating)
6) Presentation Control Plane à Presentation Transaction accomplished by Company Control Plane (CDR Report)

Functionality and Interactions
The charging mechanism is really important for Platform Specific BSS Services. Although they can be regarded as inside value-added-services location the situational environment is different. Let have a fast recap how most commonly the charging for Services takes place in Telco environment:
Flat Fee – Recurring charge or one time charge
CDR – Usage based and discounted on usage
EDR – Event based and discounted per event occurrence
Bundle Flat - Recurring or 1 time charge discounted through bundled item association
Bundle CDR / EDR – Usage/ event based and discounted by means of bundled product association, amount$, usage
Recommendation: Company Strategic Systems Platform Certain (native) Worth Added Services is going to be far more proper to be charged as combination of any of the below techniques:
- Bundle Flat Fee
- Flat Fee
- Each (of the above)
There is an explanation behind this method and that is such collateral set of Services can be appropriately handled as add-on(s) towards the existing Client Plans. There's no real Network Transport behind such Services therefore there will probably be no Network Transactions (e.g. xDR). The BSS Platform Specific native embedded Services are based on Service Creation developing blocks leveraging on features and orchestrated functionality of the other Network Elements.
Revenue Flow Diagrams
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Multi-Play
Web + Phone + Wireless + Television (Quad Play) Aggregated Revenue Flow - Multi Play Bundle

Considering 10% ARPU margins in our commercial company model for the "Bundle Product" the aggregated margins are greater than any of the Services offered independently (silos) prior to any discounting is applied.
The Bundle Multi Play Service is an integrated product having an aggregated type margins commercial proposition with enough room for discounting along with other marketing warfare associated tools to sustain and even grow the Market – which is, a strategic advantage consolidated into couple of client worth propositions:
- "You will have 1 bill for all the services"
- "You will enjoy more discounts than ever before"
Actual Time Billing (RTB)
Offerings of RTB (real time billing) can occur in pre pay together with post pay use cases – the RTB service could be offered to competitive costs on numerous customer segments:
Organization Users (B2B) – company users on the go or heavy usage
Customers Users (B2C) – heavy intensive usage (on the go consumers)
Corporate Users (B2B) (global account) – set limits on corporate basis
Notifications Management Service will probably be by default enabled as part of this add-on Service. Throughout Service Creation on RTB shaping this Service behaviour numerous notifications will be triggered. It is essential that balance information to be broadcasted through the "unified channel" and as such communicated within worth proposition
There are some related commercial worth propositions:
"You will know your bill at any moment"
Spending Controls
The Spending Controls Service is a set of services focus on spending limits. The ability to allow the Consumer to manage its own balance either post or pre is an essential business advantage and soon to be a Regulatory 1 ("bill shock"). Notifications Management Service mechanism has to be triggered also inside Spending Controls account activation to have the ability to inform the customer on reaching limits and actions to be taken. Within such actions Service Discovery activations may be required also to push on-the-fly subscriptions towards the new plans more sufficient the spending habits of that particular context or consumer. Among some of the worth propositions:
"You will control your spending habits"
Service Controls
The main scope for the Service Controls is always to enable the customer some way of gating (on/ off) the Service behaviour entirely or on various configurable portions of the Service

The "gate" Service idea supplies a mechanism to shape service behaviour and push couple of consumer value propositions as like:
"Your calling parties is going to be constantly screened"
"Your children will be safer with parental controls"
"You will not get any call you do not want"
Services Discovery
Services Discovery consists of a set of push services meant to increase the client satisfaction with the overall subscription. That becoming mentioned push services discovery decrease churn and offer you an enjoyable knowledge of triggering the consumer online and on the fly subscription the best plans shaped to its situational behaviour

Balance Management
Balance Management services are means/ methods of managing the consumer account balance both post/pre pay buyers. You'll find various techniques to manage the account transactions:

Prepay2prepay
Debit2postpay
Debit2prepay
Postpay2prepay
Prepay2postpay
Credit2postpay
Credit2prepay
Loyalty2prepay (Loyalty à air miles / fidelity points)
Loyalty2postpay (Loyalty à air miles / fidelity points)
Ads2postpay (Ads à advertising channel)
Ads2prepay (Ads à advertising channel)
remium2postpay
Premium2prepay
Voucher2postpay
Voucher2prepay
Cash2postpay
Cash2prepay
ScratchCard2prepay
ScratchCard2postpay
Postpay2postpay

The payment tools needs to be mapped to seamless encounter making achievable payments on all consumer channels (a.k.a "payment channel") and employing Notifications Management as mechanism of acknowledge of such actions.
IVR
USSD
Self Care
SMS
STK (SIM Tool Kit)
E-mail

Wallet Management
By way of Company Strategic Systems (BSS) the customers can manage their balance over the day between corporate time and private time enabling and alternating at time intervals the right wallets. The chance is for blending B2B and B2C within the same account and as strategic benefit of such service may be the capacity to differentiate on corporate and private wallet per time intervals inside the same account. Wallet Management is add-on towards the Balance Management BSS Service
Balance Value Cost Management
Through Company Strategic Systems based on the amount ($) on numerous account wallets the expense of balance might be paid for more value ($) replenishments/ payments. (e.g. buying 20$ top up (post/ pre) will secure 5c per min. although purchasing 30$ top up will drop to 3c per min. for example). Balance Worth Expense Management is add-on towards the Balance Management BSS collateral Service
Notifications Management
The notifications management mechanism is key stone in defining a proper user experience – it indicates primarily communications with customer as well as timely acknowledge and data about actions and transactions which had been taken location either initiated or suggested by each: Operating Firm (OpCo) or Customer.
6. Specifications and Standards
The Business Strategic Systems (such as additional services) as Practice have as specifications the Service Creation Environment (SCE) along with Workflow Manager (Business Approach (BP)) to assistance method and service creations along with to shape the behaviours whenever the services and processes are triggered.
Graphical Call Flow Representation — Service Creation Environment (SCE) users effortlessly construct applications using drag-and-drop Action Components (a.k.a building blocks) to allow a variety of built-in operations, linking them in a flow-chart style representation to construct the Service.
Workflow Manager(BP) is according to open net standards
User authentication via Single Sign On (SSO)(e.g. active directory or LDAP)
Collaborative method modeling architecture
Export process models to PDF, PNG, RDF for further processing, analysis, and reporting
Services built with the Service Creation Environment (SCE) building blocks are translated into XML (eXtensible Markup Language) after which executed via handlers when the trigger is fired
The Service Creation Environment (SCE) and Workflow Manager runs in a internet browser, zero software installation
The Company Method Engine (BP) is a process platform - stakeholders can approach model based on Net and integrations with wikis
Service Creation Environments and Workflow Manager (BP) are extensible, can be added as plug-in(s)
Workflow Manager(BP) must assistance approach modeling languages (e.g. BPMN)
Environment Specifications
Assistance of all basic editor capabilities like Copy & Paste, save (as), print, undo/redo and so on
Creation of shapes by dragging the shape from the shape repository onto the canvas
Creation of shapes by using the context certain shape menu
Step-by-step modeling of processes via shape menu and following nodes towards the user
Changing of a shapes properties via the property window with property types
Editing labels by double-clicking on a shape
Grouping of shapes
Syntax checking for approach models
The enterprise process execution language (BPEL) is XML-based language to specify environment organization processes. The activities of the organization processes are implemented as Net Services (WS-*). BPEL was defined by Microsoft, IBM and BEA in 2002 as BPEL4WS 1.0. Version 2.0 was defined by OASIS as WS-BPEL 2.0 in 2004. BPEL processes can invoke other web services and they are able to be invoked from other web services. The net service interface is defined in the net service description language (WSDL). The Simple Object Access Protocol (SOAP) is used as transport protocol in between Web Services.
Technology Implementations Solutions
The technology supporting such Organization Strategic Systems (BSS) native worth added services platforms functionality is usually Service Oriented Architecture (SOA) and Internet Services based. Highlights over the technology descriptions and solutions characteristics can be enumerated below as such:
Modular components Web based (front end)(e.g. XHTML) Accessible via Mozilla and Firefox from inside different Operating Systems (OS)

Modular components Linux EE open source (back end) Red Had OS (essential) based platforms (EE)
Fedora OS (non crucial) based platforms
Apache Software program Foundation (Apache Internet Server)
JBOSS Application Server (EE)
Open Laszlo (for Self Care)
jBPM BPEL ( JBOSS)
Layer 7 content based Load Balancers
Nagios (performance monitoring)
IN components (C/ C++) (cluster)
USSD/ IVR SIGTRAN M3UA Cards (RFC4666)
Mediation (C/ C++)
MIB based Fault Management
MySQL Cluster DB
N+1 architecture for critical nodes
SOAP/ xml based Provisioning
Eclipse based Service Creation Environment (SCE)

OSS/J and SLEE compliance (www.jcp.org)
Internet Services based modules plug-in(s ) and connectors for extensibility
jBOSS ESB (Enterprise Service Bus)
Integrated Business Process (BPEL)
xml based Graphical Service Creation Environment
eTOM company compliance (user plane – service plane – network plane)
x86 based processors and 19" rack able units (42U Cabinets)
DC power and CAT6 STP cabling with multimode fibre optics to SAN
In terms of roadmap short term evolution the Open Source will dominate this location however the net stack is probably the most exposed to a quicker evolution due capacity and agility demands…let have a quick recap on Web Stacks over the past decade:
1998 – Netscape – Bea/ SAP – Oracle
2008 – Apache – PHP/ Perl/ Python – MySQL
Soon to come…- lighttpd – Hadoop - MogileFS
What's long term evolution of such integrated services platforms…?
"It's 1 of the foundations of the next generation of computing. . . It's a world where the network is the platform for all computing, where everything we think of as a computer today is just a device that connects towards the big computer we're constructing. Cloud computing can be a great way to think about how we'll deliver computing services within the future."
Tim O'Reilly, CEO, O'Reilly Media
The Cloud Computing is coming into Company Strategic Systems domain also with a clear trend recent to push public and private clouds in solving such business needs. The explanation behind these trends is considerable drop in costs driven by the strong footprint the Open Source is taking into this domain. Enabling technologies for cloud computing can deliver capabilities on unprecedented scale.
Sophisticated file systems (like ZFS) can assistance unlimited storage capacities, integration of the file systems and volume management.
Patterns in architecture allow for accelerated development of super scale cloud architectures.
Machine images might be instantly deployed simplifying and accelerating resource allocation while increasing agility.
The long term positive aspects of migrating and employing inside the future cloud computing are:
Efficiency/Economy - promoting clear "green"-computing idea. It enables server clusters to function a lot more efficiently and saves fees on energy, cabling, HVAC minimizing capital expenditures
Reliability/Availability - service-level availability by means of the built-in hardware-level availability features from failover to clustering to dynamic reconfiguration
Density/Scalability - high density and large number of Cores per rack and transactions per rack unit
Agility - multiple hardware architectures to customize systems to workloads enabling sharing of resources (and the associated fees) for: Centralization of infrastructure in locations with lower expenses (e.g. actual estate)
Peak-load capacity increases without engineering for highest possible load levels

"The rise of the cloud is far more than just another platform shift that gets geeks excited. It will undoubtedly transform the IT industry, but it will also profoundly change the way people work and organizations operate."
—The Economist, "Let it Rise," 10/23/08
Case Studies
Operator A (Italy) Loyalty based Worth Added Reseller (VAR) and MVNO using TIM Network. It has its own Global Title(s) range but SIM range is inside TIM ranges. The organization uses Business Strategic Systems to co produce worth blending streams of loyalty points on leading of the corporate B2B discounted offer you from TIM for their existing consumer base. The clients are provisioned within Business Strategic Systems using the following collateral worth added Services : Actual Time Billing (RTB) Service for all the calls (voice/ information)(leveraging 1) strategic benefit on internet self-care and real time bill reporting)
Notifications Management Service (leveraging two) strategic advantage on Client Care on "unified channel" and "payment channel")
Balance Management (which will leverage three) strategic advantage on two(two) techniques: loyalty2account and ads2account)

Operator B (Holland) Loyalty based MVNE employing KPN Network to provide services to numerous MVNOs. It has its own Global Title(s) (GT) ranges and its own SIM ranges (e.g. it has its own MCC - MNC). The firm uses Business Strategic Systems (BSS) to co create value partnering with a variety of retail channels blending their loyalty points on best of its MVNE B2B discounted wholesale rate with KPN. The following Company Strategic Systems collateral Services are enabled: Real Time Billing (RTB) Service for all of the calls (voice/ data)(leveraging 1) strategic benefit on net self-care and real time bill reporting)
Notifications Management Service (leveraging 2) strategic benefit on Customer Care on "unified channel" and "payment channel")

Balance Management (which will leverage 3) strategic benefit on two(2) methods: loyalty2account and ads2account)
Operator C (Israel) Service Discovery àRoaming Services – intercepting by means of SCP (and CAMEL IDP) the VLR ID will give an indication that the customer is roaming not homing. The Service Creation will trigger inside the Enterprise Strategic Systems (BSS) SCP to push and list a set of Roaming Products by way of BSS USSD on the screen (and SMS, Voice Mail also). This service gives an option for better user expertise by subscribing (1) to True Time Billing (RTB) and (two) opt-in to Services Discovery.
Spending Controls –Balance Management limits capabilities along with the notifications and associated triggers will help operators boost their client satisfaction offering an option to the customer base to self manage the costs and behaviours turning into an agreeable and peace of mind user encounter any potential costly usage of the service (e.g. roaming)
Operator D (Poland) Service Controls – parental controls are very critical services. Intercepting (SCP) Calling Party (CAMEL IDP) the Enterprise Strategic Systems can restrict and/or redirect the CS Calls and Diameter (Information). The subscription could be to (1)True Time Billing together with (2)Service Controls
Operator E (Romania) Quad Play – The Service Creation Environments of various network adapters helped leveraging a large number of chargeable service points each post pay and prepay and across different domains as Wireline, Cable and Wireless. The offline and on-line charging as well the automation of discounting (usage based) across domains for the overall Quad Play bundle was a strong worth proposition for B2C buyers and a considerable marketplace differentiator on B2B segment
Grab and Go – Promoting "hot" handsets kits (MSISDN/ IMSI activated in HLR) through sales channel partners this implementation of Service Controls will get the account activated via USSD code or SMS or IVR ( or via any techniques inside customer "unified channel")

Operator F(Moldavia) Off - Peak Calling – Implementing Balance Worth Expense Management by means of Client Analytics Module (subset of Raw Counters Services) gives true time reporting of the SCP load therefore for the buyers subscribing to the True Time Billing (RTB) the consumer analytics would help enhance client satisfaction by teasing customers to create calls into locations (or cells) where the load is low to better capitalize on existing site visitors available capacities. The dynamic calling strategy tariff can be added on top of RTB as add-on offering large discounted calls on various destinations teasing consumers for much more traffic.
7. Technology Evolution
Technology direction trend would be to be used considerably the open source developments employing highly redundant architectures. Open Source evolves rapidly making an attractive expense benefit propositions for Carrier Grade Service Level Agreements (SLA) and Important Performance Indicators (KPI). The current evolutions of existing technologies – mentioned above – are to harden a lot more and far more the critical areas of the genuine time processing that is still close source dependent (e.g. Oracle DB and Windows OS by way of example in some supplier implementations or mediation and SCP implementations to others). Couple of other trends:
Hardening SCP/ USSD/ IVR – Network Hardware (HW) Components with fault tolerant capabilities
Resolution Architecture (such as Security) - SOA and Internet Services
Elevated open source answer availability and reliability (moving from three x 9s (open source) to four x 9s (mixed) to five x 9s (close source) via open source only)
Enhance resolution performance and flexibility (including User Interface) by way of Java/ Web only technologies (some locations are still C/C++ especially where real time processing is required(e.g. SCP)
Enrich Ease of Use and open standards integration points especially on crucial User Expertise
Obtain Carrier grade OAM (which includes Backup and Restoration)
Enhanced Reporting – see below what it has to be as minimal implementation
Dynamic Decision
Reports completed in true or near real time to assistance tactical decision based on call volumes which includes client analytics and interpretations related to them
Performance
Reports on commercial criteria based on any database field item combinations to support new product development introduction or existing commercial portfolios
Forecasting
Reports on problem management on topics as including dimensioning and visitors analysis according to historical information to have the ability to assistance the planning approach on commercial and technology also
8. Market Overview
Telco markets are saturated in Wireline and near saturated in Mobile, leaving Telco to explore developing nations as potential growth or innovating disruptive business models and services approaches. Enterprise Model variations bringing new value propositions and creating commercial difference within the existing landscape are considered critical. Enterprise Strategic Systems Platform Specific collateral Services are portion of such innovative set of new services generating a difference
Ecosystem
Usually the Value Chain of the Business Strategic Systems may be the following:

USSD
IVR
Service Mediation
Service Billing
CRM
Service Provisioning
Service Self Care
Roaming
IPB (Inter Partner Billing)
SCP
Organization Approach (BP)
Point of Sales (POS)
Client Analytics
Service Creation
Reporting Management
Loyalty Management
Trouble Ticketing
3rd Party Web Services
Function Order Management
Resource Management
Voucher Management
Fraud Management
Finance Management
Accounting Management
25. Marketing

9. Marketplace Predictions
General trends in the last yrs. driven by Standardization bodies (TISPAN and 3GPP) the Organization Strategic Systems start approaching convergence (for each post pay and pre pay) and multi networks across the organization lines associated integrated products as new business enablers and industry differentiators to:
- Generate revenue
- Lessen CAPEX and OPEX
- Increase attractiveness, decrease churn
- Produce strategic advantage by way of native worth added services
Strategy and Evolution Trends
The integrated products and services offerings are taking larger footprints within Telco. Higher margins distinct of such offerings are becoming far more attractive inside the overall commoditization approach of Telco services and a constantly saturated marketplace. The current ongoing experience of the Operators into the silos services (e.g. wireless only, or Wireline only) has proved not viable into the existing competitive company environment. Combined revenues coming from large integrated products and services across networks and line of enterprise addressing a full spectrum of communications can secure strategic benefit on such complicated markets and be the next steps forward maintaining service profitability. Most of the existing Telco Enterprise Strategic Systems cannot support, based on their current technology, new coming differentiated value propositions as having certain limitations and the most crucial getting their implementation is not flexible and agile sufficient to cope using the organization pace in terms of needs and technology.
Key Concepts
Few key concepts from this article: Integrated Services Platforms (BSS + VAS) are going to take a larger footprint due their strong native support to fast pace enterprise needs and higher ARPU margins along with their agile approach (cost/ advantages) (native VAS) towards the enterprise. The standardization and modularization are crucial as subsequent step will be cloud computing implementations which will cover module to module migrations. The price per subscriber within such integrated method is under 3$ for Tier 2 and under 1$ for Tier three OpCo(s) inside a ten yrs. period (see below).
Today's implementations of such platforms are not securing the integrated services platforms concepts, even the primary function(BSS) is tampered in numerous of its dimensions either via missing functionality or not completed implementation of such functionality and this is for most of the implementations which gives a lot of drawback to correctly implement and support the organization beyond such technology.
Fees
Let have a fast look over the TCO (Total Cost of Ownership) of acquiring such Company Strategic Systems in the presented ecosystem presented above as integrated services platforms and enablers
OpCo Size à less than 1 mil. Buyers
five yrs. time frame among 3$ to 5 $ / sub.
ten yrs. time frame between 2 $ to four $/ sub.
OpCo Size à less than five mils. Buyers, higher than 1 mils. Clients
5 yrs. time frame in between 1$ to three $ / sub.
ten yrs. time frame under 1 $/ sub.

Rewards
Reduces Churn and develop loyalty
- Stimulates usage
- Enriches end-user experiences
- Improves new user encounter & usage habits
- Increases and optimizes revenue through enablement of new services
Company Assurance
-Immediate service creation
- Customize to changing needs
Unified client encounter by enabling all channels: Net Self Care, USSD, SMS, STK, Email and IVR – the "unified channel"
10. About the Author
Marinel Rosca is senior industry and technology development professional having a successful track record in the advancement and leadership of regional, national, and international ventures. The broad encounter in Telecom was acquired getting component of numerous initiatives over the last +15 yrs. in organizations as like AT&T Mobilityin USA,Ericsson Canada (www.ericsson.com), Fido Canada (www.fido.ca) and recently with Wind Mobile (Orascom Group) spear heading telecom enterprise technology developments and innovation initiatives as head of a variety of departments. Marinel has a masters' degree in engineering from Carleton University in Canada and can be reached at: mrosca@connect.carleton.ca
11. Acknowledgements
The work at this post was supported by means of an extensive research on each Operating Organizations (OpCo(s)) along with Telco Suppliers Lab Trials throughout the summer of 2010. The author of this post has spent a large quantity of time collecting details and interviewing stakeholders for this study (and write-up) with numerous suppliers and OpCo(s) which are Industry best of the class of such integrated services platforms to determine and classify numerous flavours of implementations of Organization Strategic Systems native embedded Worth Added Services as well as their immediate (or long term) positive aspects for the OpCo enterprise. Whether you strategy to make a sophisticated BSS RFI/ RFP or just invite different suppliers on workshops to see how they meet your requirements (implicitly your company needs) this write-up is guiding you to obtain the maximum of such time.
12. References
Ioakim (Makis) Marmaridis, Bhuvan Unhelkar, "Challenges in Mobile Transformations: A Requirements Modeling Perspective for Small and Medium Enterprises," International Conference on Mobile Organization, 2005
Cloud Computing for the Enterprise—Forrester Research, February 2009
Software-As-A-Service Adoption Expands—Forrester Research, February 2009
Gartner Top ten Strategic Technologies for 2010

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could someone explain this cartoon?

http://www.nytimes.com/imagepages/2009/09/04/opinion/global/20090904-chappatte.html?scp=1&sq=chappatte&st=cse

It looks to me like a baby-boomer (peace sign) supported Obama and trusted that he would bring hope and change as he promised, but she realized it was all a bunch of bull, because he has done nothing, therefore hope to hopeless.

Mgr of Global SCP Process Improvement