Customer Responsiveness Know it, and respond now Sanjay Kumar Industry Vice President, Communications & Media

© 2010 Progress Software Corporation. All rights reserved. 2 By % CAGR growth in mobile traffic 5B devices 40 exabytes

© 2010 Progress Software Corporation. All rights reserved. 3 Critical Need for Operational Responsiveness October 2009 Survey of 400 major companies in North America and Western Europe 94% 91% 70% 78% Responding to real-time information is critical to the business Need to get closer to customers and offer a more personalized service Need to price products dynamically, based on competitor activity Immediacy of response can result in competitive advantage

© 2010 Progress Software Corporation. All rights reserved. 4 The Reality: Operational Responsiveness Is Hard To Achieve 8% 67% 74% 89% Business currently responds to information in real-time Business hears about problems in customer service from customers themselves Business struggling from information deluge caused by Web, mobile and social media channels Business cannot get a single view of process performance due to environment complexity October 2009 Survey of 400 major companies in North America and Western Europe

© 2010 Progress Software Corporation. All rights reserved. 5 Operational visibility Indentify Respond Resolve  Order fallout  SLA breaches  Trouble ticketing spikes

© 2010 Progress Software Corporation. All rights reserved. 6 Sense and respond to customers  Understand and respond to network usage  Location and context based services  Customer prioritisation

© 2010 Progress Software Corporation. All rights reserved. 7 Achieving Operational Responsiveness Through Responsive Process Management Continuously improve your business’ Operational Responsiveness Continuous Business Process Improvement Immediate Sense- and-Respond Real-time Business Visibility

© 2010 Progress Software Corporation. All rights reserved. 8 Challenge in Order Management Infrastructure Service Provider Responses to 2009 Order Fallout Survey Order fallout causes customer churn64% Existing systems cannot identify failed, lost or stalled orders79% Excessive IT resources required to identify causes of fallout81% Order fallout diminishes customer experience92% Order fallout increases operational costs98% One global CSP found that 23 % of their orders were falling out – and that 84% of the affected orders resulted in lost customers Source: Vanson Bourne Survey, 2009

© 2010 Progress Software Corporation. All rights reserved. 9 Pressure from All Angles “57% of the customers surveyed rated overall service from average to ‘not meeting expectations’” (Stratecast – April, 2009) “Fully 77% of telcos admit that “delivering bundled products and services” has increased IT complexity.” (Vance and Bourne – April, 2009) Facing Rapid Change Increasing IT complexity and order volume Understanding end-to-end customer experience

© 2010 Progress Software Corporation. All rights reserved. 10 Visibility, Responsiveness, & Improvement over existing IT Infrastructure Order Billing Provision Cash  End-to-end visibility across entire value chains lets service providers see what’s happening now Visibility into all order capture, provisioning, and fulfillment systems Non-intrusive integration to existing OSS/BSS infrastructure and multiple order management systems Business level shadow processes of system orders  Ability to ‘Sense and Respond’ proactively Real-time health-check / Surface order fallout Business level rules to initiate Jeopardies & Exceptions  Continuous Business Process Improvement Business level process configuration Table-driven SLA & KPI User-configurable metrics

© 2010 Progress Software Corporation. All rights reserved. 11 Order Management Billing Network Inventory Service Activation Legacy Order Provision Legacy Dispatch CRM / Order Entry Progress|RPM for Order Visibility & Assurance CRM / Order Entry Network Inventory Service Activation Legacy Order Provision Legacy Dispatch Billing Progress\RPM - Order Assurance Progress|Actional for discovery of system flows and data through the different order management systems, CRM, billing, and legacy systems to feed into shadow processes Progress | Control Tower for end-to-end visibility and executive level metrics Progress|Savvion with COM for order management shadow process views, business level SLA and policies to intiateate jeopardies, and exception handling to manage fallout and other issues across multiple order management systems Progress|Apama for advance Correlation across Services and other OSS/BSS domains to direct the order process flow Order Management Progress | Control Tower

© 2010 Progress Software Corporation. All rights reserved. 12 Order Management Billing CRM / Order Entry Progress|RPM for Trouble Mgmt & Service Assurance CRM / Customer Service DB Networks / Mediation Progress\RPM - Service Assurance Progress|Actional for discovery of OSS systems for fault tolerance and customer SLA violations Progress|Savvion with COM for Trouble Management for unbound calls and internal initiated Trouble; Trouble Capture, Analysis, and Trouble Resolution using predefined and dynamic created resolution processes Progress|Apama for advance Correlation across call patterns for Fraud detection Network Fault Tolerances Progress | Control Tower

© 2010 Progress Software Corporation. All rights reserved. 13 What Does Management Need? CEO/Business Head What is the health of my business? Prospect to Service Trouble to Repair Usage to Cash CIO/IT How is my IT Factory supporting business Which systems are failing Impact of slow systems on important customers (SLAs) Business: Customer Care, Sales, Operations, Engineering How effective is our customer experience Top 10 Service Delivery Guarantee Order Exceptions, Trouble Tickets, Bill Disputes for customers

© 2010 Progress Software Corporation. All rights reserved. 14 Order Visibility

© 2010 Progress Software Corporation. All rights reserved. 15 Order Sales Metrics

© 2010 Progress Software Corporation. All rights reserved. 16 Order Sales Performance Metrics

© 2010 Progress Software Corporation. All rights reserved. 17  Challenge Multiple order systems integrated with regular problems for Voice & Data services No Visibility to problems with customer orders until customer complains  Progress Solution Progress Order Assurance across end-to-end order systems to monitor milestones Exception handling initiated by business rules and managing of service representatives  Project results End-to-end order visibility to business Business updates exception rules for ongoing changes Problems resolved before Customer knows of problem with increased customer retention Quad-Play Communications Service Provider OM Stabilization: Process Monitoring and Exception Handling