MOBILE OPERATIONS AND SERVICE LOGISTICS Prepared by Rand Bailin 9/4/2008
BUSINESS STRATEGY & MANAGEMENT 9/4/2008
B USINESS M ANAGEMENT Strategic Consideration Why Mobility?Market Risk Core Business Business Metrics (Sample) Integration With M obility Offering Systems ValueBrand Vertical market focus by Mobile Network Operators (MNO’s) Aggressive growth by MNO Company Owned Stores In-organic price competition “Challenged” carrier agreement (assuming MVNO) Inconsistent data offerings Dis-alignment between carrier coverage and distribution POP’s Profitability (In Line or Core) Customer Service Promotion & Campaign Management Offensive vs. Defensive Positioning Brand and Service Continuity New Channel Development 9/4/2008
ENHANCED TELECOM OPERATIONS MAP 9/4/2008
F UNCTIONAL R ETAIL F RAMEWORK Integrated BSS / OSS Network Operator Regulatory Contract Management Training Date Warehouse Reporting Wholesale Billing & Tax Regulatory Provisioning Tier II Support MVNO Business Strategy Product and Service Development Sales Marketing Customer Management Business Operations Network Services Management MVNE Retail Billing Activations Reporting Data Warehouse Customer Care Order Management Taxation Service Integration 9/4/2008
B USINESS A RCHITECTURE Strategy, Product & Service Strategy Cross Product Connectivity Customer Acquisition & Retention Low Cost High- volume Transactions Beyond Retail (Home/Office) Lifecycle Management Products Mobile Connectivity Gaming Applications SOHO Vertical Market Services Multi-Channel Support Multi- Environment Programming Integrated Rewards & Coupons Business Operations Customer Management Partner Mobile On-Line Retail SystemsTraining Rewards Business Process Network Services Provisioning / Service Creation & Support Regulatory (PSAP, CALEA, etc.)ReportingWholesale Billing (Including Tax)Transport (Voice & Data Services) 9/4/2008
SUPPLY CHAIN & THIRD PARTY LOGISTICS 9/4/2008
S UPPLY C HAIN M ANAGEMENT Third Party Logistics (3PL) Procurement Inventory Ownership Inventory Management Fulfillment Warranty & Repairs Key decisions will determine downstream business process Logistics and inventory management alone can represent 5 – 10% of subscriber acquisition costs Minimum lead time to establish integrated supply chain / third party logistics operations is 4 – 6 months Direct-to-Consumer forward and reverse logistics is process heavy and costly 9/4/2008
S ALES & O PERATIONS P ROCESS P LANNING M ODEL Business Process and Operations Integration Procurement Inventory Ownership Inventory Management Fulfillment Warranty & Repairs Handset Manufacturer OEM Handset Manufacturer OEM Procurement Transportation Logistics Retail On-Line Partner Order Management Fulfillment Collections Consumer Business Fulfillment Returns & Repair Warranty Returns Insurance Each business process requires definition and ownership assignment (in- source vs. outsource) What is the desired customer experience? 3PL Management 9/4/2008
Consumer 3PL EMS MVNO H ANDSET P ROCESS M ODEL Order Flow Diagram Forecast Demand Handset Assembly Handset Assembly Ship Warehouse Order Mgmt Order Mgmt Bulk Shipment Bulk Shipment Warehouse Fulfillment Fulfillment Purchase Provisioning Return Repair or Ship Return Repair or Ship Return Receive Repair Return Receive Repair Return 9/4/2008