Apple Telecom Bedienungsanleitung PDF herunterladen (Seite 25)

23 | What customers really want – A customer-centric strategy for telecom operators

9) As of end of Q2 2010.

Best practice: AT&T – From old-style systems to modern customer

understanding

Challenge: AT&T is a leading US operator with 90.1 million wireless cus-

tomers, 17.4 million broadband connections and 2.5 million IPTV subscrib-

ers.

Yet its prevailing processes and legacy systems caused many problems

as complex business processes required complex and cumbersome data

queries. As a result, customers were not served optimally.

Solution: AT&T initiated a philosophy transformation process aimed to make

all data available in a consistent form for all users. Based on modified proces-

ses, the company unified the customer data structure and legacy system data

was transferred to a relational structure. At the same time, it created a new

enterprise customer data warehouse. It can now handle about 1.6 million

queries a day and serve approximately 1,800 active users from all business

divisions. In the process, it has also optimized product designing, time-to-

market and customer analysis in the specialized analytics teams. The results

are better sales channel performance, an increase in revenue and higher

customer satisfaction.

The key success factors for the transformation were:

> Top management attention

> Professional data architecture plus external implementation support

> Data warehouse structures tailored to customer needs

Best practice: Bouygues Telecom creates "one reality"

Challenge: Multiple interfaces and manual work slowed things down con-

siderably. The existing system landscape at Bouygues Telecom, a French

operator, featured more than 300 individual systems and many data silos.

There were high maintenance and development costs.

The company needed to understand its customers better and reduce system

costs. It also wanted to make its decision-making process more effective and

improve in-house business intelligence.

Solution: Overall business intelligence was consolidated at company level,

with all areas sharing the same data. A new data warehouse for 3,000 users

from 30 business units and divisions including call center agents and point

of sales employees was set up. The company now has only "one reality".

Detailed and consistent data generates flexibility and simplifies analytical

processes. To draw conclusions, the analytics teams can answer questions

on the basis of a unified customer database. Overall, introducing the data

warehouse cut the cost of business intelligence services by 33%.

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Apple Telecom Bedienungsanleitung Seite 25