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The Business Strategic Systems (BSS) Of Most Recent Generation Systems Consist Of
1. General
The Company Strategic Systems (BSS) of newest generation systems incorporate an impressive range of native building blocks – worth added services domain related - integrated into some modular Product/ Resolution Suite developed to penetrate saturated Markets and make strategic advantage. Such systems will position the Network(s) Operator to assistance services growth through a cost efficient approach by: 1) capitalizing on existing investments, 2) utilizing the advantages of a full standardized and Plug'n Play modular Product/ Answer Suite and three) push a set of distinct strategic benefit Platform particular and native value added services to achieve Industry differentiators utilizing an agile method. This article is focus on collateral value added services achieved by way of the implementation of the enterprise strategic systems platforms as noticed inside the newest developments. It truly is outlined also the characteristics such platforms bring to have the ability to orchestrate together the new worth added services set as collateral capabilities.
2. Relevance
The importance of Business Assistance Systems (BSS) has elevated significantly. This really is because these systems play a critical role in generating and managing revenues as well as reducing service providers' operating expenses while reaching the business targets that are finding far more and far more complex. To have a positive impact, such solutions must integrate quickly, just and cost-effectively into the operating environment this can be why modularity and flexibility as well as standardizations are vital. From this perspective capitalizing far more functionality natively (in the value added services area) on these platforms is really a definite asset for the enterprise.
three. Marketplace Differentiator
Inside the context of systems engineering, "modular design" is really a complex method aiming to subdivide the program into modules and layers that can be interconnected. What's aimed is a cost useful proposition of the program by way of reduction in cost, flexibility in design, modularity gives further benefits such as scalability and service augmentation - adding capacity and new native embedded value added services by just plugging new modules can be a definite benefit. The unique bucket of worth added services which is often particular only to such implementations (natively embedded) makes a certain market differentiator for the OpCo in promoting unique services and revenue streams.
Players
BSS Suppliers, Convergent Operators, (Multi) Networks Operators, VARs, Resellers, MVNE(s), MVNO(s)
Modules
Operating Organizations (a.k.a OpCo) willing to allow an integrated idea of Company Strategic Systems with Platform natively embedded worth added services securing collateral revenue streams need to have the modules enumerated beneath as minimal foundation while searching suppliers. The Modules may be portion of exactly the same Supplier Suite or distinct Suppliers becoming plugged as 3rd parties within an integrated blend. The most effective could be to have an supplier securing all of the deliverables rather than many 3rd parties to prevent integration overhead
USSD
IVR
Service Mediation
Service Billing
CRM
Service Provisioning
Service Self Care
Roaming
IPB (Inter Partner Billing)
SCP
Organization Procedure (BP)
Point of Sales (POS)
Consumer Analytics
Service Creation
Loyalty Management
Trouble Ticketing
3rd Party Web Service
Work Order Management
Resource Management
Fraud Management
Voucher Management
Finance Management
Accounting Management Reporting Management
Advertising
OSS/ J Compliance
eTOM Service Management practices compliance
SOA and Web Services compliance
Seamless customer expertise on "unified channel" : Self Care Internet, IVR, USSD, STK(SIM Tool Kit), Email and SMS – the ubiquitous client access towards the information. on both methods is actually a vital factor and Suite feature
Standardization
Organization Strategic Systems (BSS) needs to be a native enablement for the following collateral Services deemed Platform distinct (natively) into the deployed platforms:
Multi-Play
Genuine Time Billing (RTB)
Service Controls
Spending Controls
Services Discovery
Balance Management
Notifications Management
Raw Counters Services
4. Technical
Multi-Play
The implementation of the multi-play item utilizing Enterprise Strategic Systems as enablers could consist:
1) Pre-Requisites: Use Workflow Manager(BP) to set the Multi-Play Service
2) Towards the consumer level:
Enable the Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Single Bill" Management
Genuine Time Billing (RTB)
As concept the true time billing (a.k.a hot billing) will be the capability to perform real time billing and seamless (post/ pre) client bill reporting via the "unified channel". The implementation of a Actual Time Billing Service utilizing Company Strategic Systems as enablers could consist of:
1) Pre-Requisites: Use Workflow Manager to set the Actual Time Billing Service
two) Towards the consumer level:
Enable the Actual 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 idea of service controls comes from the related "parental controls" implementations. Gated (on/ off) services have been about for some time nonetheless enabling them natively by way of Business Strategic Systems (BSS) proves a superior implementation and approach also.
1) Pre-Requisites: Use Workflow Manager to set the Service Controls Service
2) To the consumer level:
Allow the Service Controls Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Parental Controls" Management
Spending Controls
The spending controls implementation introduces a set of consumer services aimed to set limits on different way of managing the fees. The notion behind is usually to allow the consumer the possibility to control and set its own spending behaviour but preserving a dynamic to this preferences by allowing also interactive changes.
1) Pre-Requisites: Use Workflow Manager to set the Spending Controls Service
2) Towards 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 stay away from "Bill Shock" – this is and it's going to be a Regulatory demand in a lot of countries as the information services and client mobility increases for that reason roaming is acquiring much more motion as revenue stream.
Services Discovery
Services Discovery means the capability to add, remove and update Services subscriptions according to preferences and context. This Service is presented to the consumer as "push menu" by way of the "unified channel" in active or passive way. Active Subscription Management is pushing Services (context- aware push) – inviting the Customer to carry out service/ plan switching actions and Passive Subscription Management is meant to have the client initiating such actions. The notion is usually to enable the client 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 customer level:
Allow the Services Discovery
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Worth Service: "Push and Pull Worth Services" Management
Balance Management
Balance Management related services generate seamless indicates of handling balances for post and pre pay for different use circumstances. The concept permits the client to manage a variety of ways the balance.
Pre-requisites: Use Workflow Manager (BP) to set the Balance Management Service
To the customer 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 Expense Management
Wallet Management (e.g. loved ones, corporate, personal...s.o)
Value Service: "Smart Balance" (and account) Management
Raw Counters Services
The Raw Counters (a.k.a customer analytics) based Services implementations introduce consumer services aimed to utilize true time raw counters information based decisions and trigger different actions (or subservices) accordingly (e.g. if congestion on a cell areas (peak hr.) takes place towards the cell level tease the client to postpone the call by giving a $voucher via an SMS code...so). Triggering particular tariffs applying different cells and site visitors load …for example whenever the load is low teasing the consumers to make voice/ information calls "in the next 5 minutes or so" to get special discounted rates. Some other examples would be to trigger advertising based on cell region (or even orchestrated with Location Services) to essentially fund calls using partner channels (e.g. advertising and loyalty based). The counters based services capitalize and efficiently use the existing network capacity by taking active decisions using it. Such services are active services.
1) Pre-Requisites: Use Workflow Manager to set the Raw Counters Services Service
2) To the client level:
Enable the Counters Services Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Worth Service: "Special Worth Tariff" Management
Notifications Management
Notifications Management related services produce seamless and ubiquitous indicates of handling interactions with customers for a variety of use situations. The concept permits the Operating Company (OpCo) to interact using the customer to deal with in numerous ways the communications through "unified channel" consisting of: SMS, USSD, Internet Self-Care, IVR, Email and STK (SIM Tool Kit)
1. Pre-requisites: Use Workflow Manager (BP) to set Notifications Management Service
2. To the consumer level: Allow the Notifications Management
Use Service Creation to set and shape the behaviour of the service components
Value Service: Promoting "Unified Channel" Management
5. Architecture Definition
To have the ability to implement the set of Services mentioned above a bit of dive into the concepts of related and supporting architectures is needed. Decomposition of a Revenue Stream Flow
1) Network Transport Plane à Charging Interface to Network Element (e.g. SCP Node)
two) Network Control Plane à Network Transaction accomplished by Charging Interface (e.g. CAMEL Protocol)
3) Service Control Plane à Service Transaction completed 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 )
five) Company Control Plane à Company Transaction done by Charging Control Plane (e.g. CDR rating)
6) Presentation Control Plane à Presentation Transaction done by Organization Control Plane (CDR Report)
Functionality and Interactions
The charging mechanism is extremely crucial for Platform Specific BSS Services. Though they are able to be considered within value-added-services location the situational environment is distinct. Let have a quick recap how most frequently the charging for Services takes location 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 via bundled item association
Bundle CDR / EDR – Usage/ event based and discounted through bundled product association, amount$, usage
Recommendation: Company Strategic Systems Platform Distinct (native) Value Added Services is going to be a lot more proper to be charged as mixture of any of the below methods:
- Bundle Flat Fee
- Flat Fee
- Each (of the above)
There is certainly an explanation behind this method and that is such collateral set of Services could be effectively handled as add-on(s) to the existing Client Plans. There's no true Network Transport behind such Services therefore there will be no Network Transactions (e.g. xDR). The BSS Platform Certain native embedded Services are according to Service Creation developing blocks leveraging on features and orchestrated functionality of the other Network Elements.
Revenue Flow Diagrams
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Multi-Play
Internet + Phone + Wireless + Television (Quad Play) Aggregated Revenue Flow - Multi Play Bundle
Taking into consideration 10% ARPU margins in our commercial company model for the "Bundle Product" the aggregated margins are greater than any of the Services provided independently (silos) prior to any discounting is applied.
The Bundle Multi Play Service is an integrated product having an aggregated kind margins commercial proposition with enough room for discounting and other marketing and advertising warfare related tools to sustain as well as grow the Market – that is, a strategic advantage consolidated into few client worth propositions:
- "You will have one bill for all the services"
- "You will get pleasure from much more discounts than ever before"
Actual Time Billing (RTB)
Offerings of RTB (genuine time billing) can occur in pre pay in addition to post pay use circumstances – the RTB service might be supplied to competitive costs on a variety of consumer segments:
Organization Users (B2B) – company users on the go or heavy usage
Buyers Users (B2C) – heavy intensive usage (on the go buyers)
Corporate Users (B2B) (global account) – set limits on corporate basis
Notifications Management Service is going to be by default enabled as part of this add-on Service. During Service Creation on RTB shaping this Service behaviour numerous notifications will likely be triggered. It really is critical that balance information to be broadcasted by way of the "unified channel" and as such communicated within worth proposition
There are some related commercial value 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 capability to allow the Customer to manage its own balance either post or pre is an essential enterprise advantage and soon to be a Regulatory one ("bill shock"). Notifications Management Service mechanism has to be triggered also inside Spending Controls account activation to be able to inform the client on reaching limits and actions to be taken. Inside such actions Service Discovery activations may be required also to push on-the-fly subscriptions to the new plans more adequate the spending habits of that specific context or client. Among a few of the value propositions:
"You will control your spending habits"
Service Controls
The main scope for the Service Controls would be to allow the customer some way of gating (on/ off) the Service behaviour entirely or on various configurable portions of the Service
The "gate" Service idea offers a mechanism to shape service behaviour and push couple of client value propositions as such as:
"Your calling parties is going to be often screened"
"Your kids is going to 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 using the overall subscription. That being stated push services discovery minimize churn and supply an enjoyable knowledge of triggering the customer on the web and on the fly subscription the right plans shaped to its situational behaviour
Balance Management
Balance Management services are means/ techniques of managing the customer account balance both post/pre pay customers. There are various approaches 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 must be mapped to seamless experience making achievable payments on all consumer channels (a.k.a "payment channel") and making use of Notifications Management as mechanism of acknowledge of such actions.
IVR
USSD
Self Care
SMS
STK (SIM Tool Kit)
Email
Wallet Management
By means of Organization Strategic Systems (BSS) the clients can manage their balance over the day among corporate time and private time enabling and alternating at time intervals the proper wallets. The chance is for blending B2B and B2C inside the same account and as strategic benefit of such service is the ability to differentiate on corporate and personal wallet per time intervals inside exactly the same account. Wallet Management is add-on towards the Balance Management BSS Service
Balance Worth Price Management
By way of Company Strategic Systems based on the quantity ($) on various account wallets the expense of balance can be paid for more worth ($) replenishments/ payments. (e.g. acquiring 20$ leading up (post/ pre) will secure 5c per min. although acquiring 30$ top up will drop to 3c per min. for example). Balance Value Cost Management is add-on towards the Balance Management BSS collateral Service
Notifications Management
The notifications management mechanism is key stone in defining a suitable user expertise – it indicates mainly communications with consumer along with timely acknowledge and information about actions and transactions which had been taken place either initiated or advised by each: Operating Company (OpCo) or Customer.
6. Specifications and Standards
The Organization Strategic Systems (such as additional services) as Practice have as requirements the Service Creation Environment (SCE) along with Workflow Manager (Business Procedure (BP)) to assistance procedure and service creations in addition to to shape the behaviours whenever the services and processes are triggered.
Graphical Call Flow Representation — Service Creation Environment (SCE) users effortlessly construct applications utilizing drag-and-drop Action Components (a.k.a developing blocks) to enable different built-in operations, linking them in a flow-chart style representation to construct the Service.
Workflow Manager(BP) is based on open internet standards
User authentication by way of Single Sign On (SSO)(e.g. active directory or LDAP)
Collaborative approach modeling architecture
Export process models to PDF, PNG, RDF for further processing, analysis, and reporting
Services built using the Service Creation Environment (SCE) building blocks are translated into XML (eXtensible Markup Language) and then executed via handlers when the trigger is fired
The Service Creation Environment (SCE) and Workflow Manager runs in a net browser, zero software installation
The Business Process Engine (BP) can be a method platform - stakeholders can approach model based on Web and integrations with wikis
Service Creation Environments and Workflow Manager (BP) are extensible, could be added as plug-in(s)
Workflow Manager(BP) ought to assistance method modeling languages (e.g. BPMN)
Environment Specifications
Support of all basic editor functions 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 employing the context particular 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 business approach execution language (BPEL) is XML-based language to specify environment company processes. The activities of the organization processes are implemented as Internet 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 net services and they can be invoked from other internet services. The internet service interface is defined inside the web service description language (WSDL). The Simple Object Access Protocol (SOAP) is used as transport protocol between Internet Services.
Technology Implementations Solutions
The technology supporting such Organization Strategic Systems (BSS) native value added services platforms functionality is usually Service Oriented Architecture (SOA) and Internet Services based. Highlights over the technology descriptions and solutions characteristics might be enumerated beneath as such:
Modular components Internet based (front end)(e.g. XHTML) Accessible by way of Mozilla and Firefox from within different Operating Systems (OS)
Modular components Linux EE open source (back end) Red Had OS (crucial) based platforms (EE)
Fedora OS (non critical) based platforms
Apache Software Foundation (Apache Net 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 vital nodes
SOAP/ xml based Provisioning
Eclipse based Service Creation Environment (SCE)
OSS/J and SLEE compliance (www.jcp.org)
Net Services based modules plug-in(s ) and connectors for extensibility
jBOSS ESB (Enterprise Service Bus)
Integrated Company Process (BPEL)
xml based Graphical Service Creation Environment
eTOM organization 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 region even so the web stack is probably the most exposed to a quicker evolution due capacity and agility demands…let have a fast 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 one of the foundations of the subsequent generation of computing. . . It's a world where the network will be the platform for all computing, where everything we think of as a computer today is just a device that connects to the big computer we're developing. Cloud computing is really 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 Enterprise Strategic Systems domain also with a clear trend recent to push public and private clouds in solving such enterprise needs. The explanation behind these trends is considerable drop in rates 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 (for example ZFS) can assistance unlimited storage capacities, integration of the file systems and volume management.
Patterns in architecture permit for accelerated development of super scale cloud architectures.
Machine images could be instantly deployed simplifying and accelerating resource allocation although increasing agility.
The long term positive aspects of migrating and employing within the future cloud computing are:
Efficiency/Economy - promoting clear "green"-computing concept. It enables server clusters to function more efficiently and saves costs on energy, cabling, HVAC minimizing capital expenditures
Reliability/Availability - service-level availability by means of the built-in hardware-level availability capabilities from failover to clustering to dynamic reconfiguration
Density/Scalability - high density and large number of Cores per rack and transactions per rack unit
Agility - several hardware architectures to customize systems to workloads enabling sharing of resources (and the associated expenses) for: Centralization of infrastructure in locations with lower costs (e.g. true 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'll undoubtedly transform the IT industry, but it will also profoundly change the way people function and organizations operate."
—The Economist, "Let it Rise," 10/23/08
Case Studies
Operator A (Italy) Loyalty based Value Added Reseller (VAR) and MVNO employing TIM Network. It has its own Global Title(s) range but SIM range is inside TIM ranges. The firm uses Organization Strategic Systems to co produce worth blending streams of loyalty points on leading of the corporate B2B discounted offer from TIM for their existing client base. The consumers are provisioned within Organization Strategic Systems using the following collateral value added Services : Actual Time Billing (RTB) Service for all the calls (voice/ information)(leveraging 1) strategic advantage on internet self-care and real time bill reporting)
Notifications Management Service (leveraging 2) strategic benefit on Consumer Care on "unified channel" and "payment channel")
Balance Management (which will leverage three) strategic advantage on two(two) strategies: loyalty2account and ads2account)
Operator B (Holland) Loyalty based MVNE using KPN Network to provide services to different MVNOs. It has its own Global Title(s) (GT) ranges and its own SIM ranges (e.g. it has its own MCC - MNC). The business uses Company Strategic Systems (BSS) to co create worth partnering with various retail channels blending their loyalty points on best of its MVNE B2B discounted wholesale rate with KPN. The following Enterprise Strategic Systems collateral Services are enabled: Genuine Time Billing (RTB) Service for all the calls (voice/ data)(leveraging 1) strategic advantage on internet self-care and true 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 benefit on two(two) techniques: loyalty2account and ads2account)
Operator C (Israel) Service Discovery à Roaming Services – intercepting by means of SCP (and CAMEL IDP) the VLR ID will give an indication that the consumer is roaming not homing. The Service Creation will trigger within the Business Strategic Systems (BSS) SCP to push and list a set of Roaming Products via BSS USSD on the screen (and SMS, Voice Mail also). This service gives an option for better user experience by subscribing (1) to Genuine Time Billing (RTB) and (two) opt-in to Services Discovery.
Spending Controls –Balance Management limits capabilities along with the notifications and related triggers will help operators improve their consumer satisfaction offering an option to the client base to self manage the expenses and behaviours turning into an agreeable and peace of mind user experience any potential costly usage of the service (e.g. roaming)
Operator D (Poland) Service Controls – parental controls are really essential services. Intercepting (SCP) Calling Party (CAMEL IDP) the Organization Strategic Systems can restrict and/or redirect the CS Calls and Diameter (Information). The subscription could be to (1)Real Time Billing along with (2)Service Controls
Operator E (Romania) Quad Play – The Service Creation Environments of a variety of network adapters helped leveraging a large number of chargeable service points both post pay and prepay and across a variety of domains as Wireline, Cable and Wireless. The offline and on-line charging at the same time the automation of discounting (usage based) across domains for the overall Quad Play bundle was a strong value proposition for B2C clients and a considerable marketplace differentiator on B2B segment
Grab and Go – Promoting "hot" handsets kits (MSISDN/ IMSI activated in HLR) by means of sales channel partners this implementation of Service Controls will get the account activated via USSD code or SMS or IVR ( or by way of any strategies inside client "unified channel")
Operator F(Moldavia) Off - Peak Calling – Implementing Balance Value Price Management by way of Customer Analytics Module (subset of Raw Counters Services) gives genuine time reporting of the SCP load for that reason for the customers subscribing towards the True Time Billing (RTB) the consumer analytics would help boost consumer 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 program tariff could be added on top of RTB as add-on offering large discounted calls on a variety of destinations teasing clients for far more visitors.
7. Technology Evolution
Technology direction trend is always to be used considerably the open source developments employing highly redundant architectures. Open Source evolves rapidly generating an attractive price benefit propositions for Carrier Grade Service Level Agreements (SLA) and Key Performance Indicators (KPI). The current evolutions of existing technologies – mentioned above – are to harden much more and a lot more the vital areas of the actual time processing that is still close source dependent (e.g. Oracle DB and Windows OS as an example in some supplier implementations or mediation and SCP implementations to others). Few other trends:
Hardening SCP/ USSD/ IVR – Network Hardware (HW) Components with fault tolerant capabilities
Remedy Architecture (including Security) - SOA and Internet Services
Elevated open source remedy availability and reliability (moving from three x 9s (open source) to 4 x 9s (mixed) to five x 9s (close source) by means of open source only)
Improve remedy performance and flexibility (such as User Interface) by means of Java/ Web only technologies (some areas are still C/C++ especially where genuine time processing is necessary(e.g. SCP)
Enrich Ease of Use and open standards integration points especially on essential User Experience
Achieve Carrier grade OAM (which includes Backup and Restoration)
Enhanced Reporting – see beneath what it has to be as minimal implementation
Dynamic Decision
Reports carried out in genuine or near real time to support tactical decision based on call volumes such as consumer analytics and interpretations related to them
Performance
Reports on commercial criteria according to any database field product combinations to assistance new product development introduction or existing commercial portfolios
Forecasting
Reports on problem management on topics as including dimensioning and traffic analysis based on historical data to have the ability to support the planning process on commercial and technology also
8. Marketplace 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 worth propositions and making commercial difference in the existing landscape are considered critical. Company Strategic Systems Platform Distinct collateral Services are component of such innovative set of new services producing a difference
Ecosystem
Usually the Worth Chain of the Organization Strategic Systems may be the following:
USSD
IVR
Service Mediation
Service Billing
CRM
Service Provisioning
Service Self Care
Roaming
IPB (Inter Partner Billing)
SCP
Enterprise Method (BP)
Point of Sales (POS)
Customer Analytics
Service Creation
Reporting Management
Loyalty Management
Trouble Ticketing
3rd Party Net Services
Work Order Management
Resource Management
Voucher Management
Fraud Management
Finance Management
Accounting Management
25. Marketing
9. Marketplace Predictions
General trends inside the last yrs. driven by Standardization bodies (TISPAN and 3GPP) the Business Strategic Systems start approaching convergence (for each post pay and pre pay) and multi networks across the business lines related integrated products as new company enablers and industry differentiators to:
- Generate revenue
- Minimize CAPEX and OPEX
- Enhance attractiveness, lessen churn
- Generate strategic advantage through native value added services
Strategy and Evolution Trends
The integrated products and services offerings are taking larger footprints within Telco. Higher margins certain of such offerings are becoming far more attractive within 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 organization environment. Combined revenues coming from large integrated products and services across networks and line of company addressing a full spectrum of communications can secure strategic advantage on such complicated markets and be the next steps forward maintaining service profitability. Most of the existing Telco Organization Strategic Systems cannot support, based on their current technology, new coming differentiated worth propositions as having particular limitations and the most vital getting their implementation is not flexible and agile enough 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 assistance to fast pace organization requirements and greater ARPU margins in addition to their agile approach (cost/ rewards) (native VAS) towards the enterprise. The standardization and modularization are essential as subsequent step will be cloud computing implementations which will cover module to module migrations. The price per subscriber inside such integrated method is under 3$ for Tier 2 and under 1$ for Tier 3 OpCo(s) within a ten yrs. period (see beneath).
Today's implementations of such platforms are not securing the integrated services platforms concepts, even the primary function(BSS) is tampered in a variety of of its dimensions either by way of missing functionality or not completed implementation of such functionality and this can be for most of the implementations which gives a lot of drawback to appropriately implement and support the organization beyond such technology.
Fees
Let have a speedy look over the TCO (Total Price 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. Clients
five yrs. time frame among 3$ to 5 $ / sub.
10 yrs. time frame among two $ to four $/ sub.
OpCo Size à less than five mils. Clients, higher than 1 mils. Clients
five yrs. time frame in between 1$ to 3 $ / sub.
ten yrs. time frame under 1 $/ sub.
Advantages
Reduces Churn and construct loyalty
- Stimulates usage
- Enriches end-user experiences
- Improves new user encounter & usage habits
- Increases and optimizes revenue through enablement of new services
Enterprise Assurance
-Immediate service creation
- Customize to changing needs
Unified customer expertise by enabling all channels: Internet Self Care, USSD, SMS, STK, E-mail 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 expertise in Telecom was acquired being portion of different initiatives over the last +15 yrs. in companies as including 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 numerous departments. Marinel has a masters' degree in engineering from Carleton University in Canada and might be reached at: mrosca@connect.carleton.ca
11. Acknowledgements
The work at this article was supported via an extensive research on both Operating Organizations (OpCo(s)) along with Telco Suppliers Lab Trials during the summer of 2010. The author of this post has spent a large quantity of time collecting info and interviewing stakeholders for this study (and article) with a variety of suppliers and OpCo(s) which are Industry top of the class of such integrated services platforms to determine and classify numerous flavours of implementations of Business Strategic Systems native embedded Value Added Services together with their immediate (or long term) benefits for the OpCo enterprise. Whether you program to make a sophisticated BSS RFI/ RFP or just invite numerous suppliers on workshops to see how they meet your needs (implicitly your enterprise needs) this article 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 Company, 2005
Cloud Computing for the Enterprise—Forrester Research, February 2009
Software-As-A-Service Adoption Expands—Forrester Research, February 2009
Gartner Best ten Strategic Technologies for 2010
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