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The Business Strategic Systems (BSS) Of Newest Generation Systems Consist Of

1. General
The Organization Strategic Systems (BSS) of most recent generation systems contain an impressive range of native developing blocks – worth added services domain related - integrated into some modular Product/ Resolution Suite developed to penetrate saturated Markets and make strategic benefit. Such systems will position the Network(s) Operator to support services growth through a cost successful approach by: 1) capitalizing on existing investments, 2) utilizing the advantages of a full standardized and Plug'n Play modular Product/ Answer Suite and 3) push a set of particular strategic advantage Platform certain and native value added services to attain Market differentiators making use of an agile method. This article is focus on collateral worth added services achieved through the implementation of the organization strategic systems platforms as noticed within the most recent developments. It really is outlined also the characteristics such platforms bring to be able to orchestrate together the new worth added services set as collateral capabilities.
two. Relevance
The significance of Company Assistance Systems (BSS) has increased dramatically. This really is because these systems play a crucial role in generating and managing revenues as well as decreasing service providers' operating costs even though reaching the company targets that are getting much more and much more complex. To have a positive impact, such solutions must integrate swiftly, basically and cost-effectively into the operating environment this can be why modularity and flexibility as well as standardizations are vital. From this perspective capitalizing more functionality natively (inside the value added services area) on these platforms is a definite asset for the enterprise.
3. Marketplace Differentiator
Inside the context of systems engineering, "modular design" is a complex approach aiming to subdivide the method into modules and layers that will be interconnected. What is aimed is really a cost successful proposition of the system by means of reduction in price, flexibility in design, modularity offers further advantages like scalability and service augmentation - adding capacity and new native embedded worth added services by just plugging new modules can be a definite advantage. The exclusive bucket of worth added services that is at times certain only to such implementations (natively embedded) makes a certain market differentiator for the OpCo in promoting special 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 enable an integrated idea of Business Strategic Systems with Platform natively embedded worth added services securing collateral revenue streams need the modules enumerated beneath as minimal foundation whilst looking suppliers. The Modules might be part of the same Supplier Suite or diverse Suppliers getting plugged as 3rd parties within an integrated blend. The most effective could be to have an supplier securing all of the deliverables rather than numerous 3rd parties to prevent integration overhead

USSD
IVR
Service Mediation
Service Billing
CRM
Service Provisioning
Service Self Care
Roaming
IPB (Inter Partner Billing)
SCP
Business Process (BP)
Point of Sales (POS)
Consumer Analytics
Service Creation
Loyalty Management
Trouble Ticketing
3rd Party Net Service
Work Order Management
Resource Management
Fraud Management
Voucher Management
Finance Management
Accounting Management Reporting Management
Marketing
OSS/ J Compliance
eTOM Service Management practices compliance
SOA and Web Services compliance
Seamless consumer encounter on "unified channel" : Self Care Net, IVR, USSD, STK(SIM Tool Kit), E-mail and SMS – the ubiquitous client access to the information. on both methods is a essential factor and Suite feature

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

Multi-Play
Actual 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 might consist:
1) Pre-Requisites: Use Workflow Manager(BP) to set the Multi-Play Service
2) Towards the customer level:
Allow the Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Value Service: "Single Bill" Management
Actual Time Billing (RTB)
As idea the true time billing (a.k.a hot billing) will be the capability to carry out real time billing and seamless (post/ pre) client bill reporting through the "unified channel". The implementation of a Actual Time Billing Service utilizing Organization Strategic Systems as enablers may possibly consist of:
1) Pre-Requisites: Use Workflow Manager to set the True Time Billing Service
two) Towards the client level:
Allow the True Time Billing Service
Use Service Creation to set and shape the behaviour of the service components
Use Notifications Management mechanism
Worth Service: "Bill Shock" Management
Service Controls
The idea of service controls comes from the related "parental controls" implementations. Gated (on/ off) services have been around for some time nevertheless enabling them natively via Organization Strategic Systems (BSS) proves a superior implementation and method also.
1) Pre-Requisites: Use Workflow Manager to set the Service Controls Service
two) Towards the customer level:
Allow 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 consumer services aimed to set limits on various way of managing the costs. The notion behind is usually to permit the client the possibility to control and set its own spending behaviour yet preserving a dynamic to this preferences by permitting also interactive changes.
1) Pre-Requisites: Use Workflow Manager to set the Spending Controls Service
2) Towards the client level:
Enable 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 prevent "Bill Shock" – this is and it'll be a Regulatory demand in a lot of countries as the data services and consumer mobility increases therefore roaming is acquiring a lot more motion as revenue stream.
Services Discovery
Services Discovery means the capability to add, get rid of and update Services subscriptions according to preferences and context. This Service is presented towards the customer as "push menu" via the "unified channel" in active or passive way. Active Subscription Management is pushing Services (context- aware push) – inviting the Customer to perform service/ program switching actions and Passive Subscription Management is meant to have the consumer initiating such actions. The thought would be to allow 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
2) Towards the client 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 Value Services" Management
Balance Management
Balance Management related services create seamless indicates of handling balances for post and pre pay for numerous use circumstances. The idea permits the customer to manage numerous methods the balance.
Pre-requisites: Use Workflow Manager (BP) to set the Balance Management Service
Towards 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 Worth Expense Management
Wallet Management (e.g. family members, corporate, personal...s.o)
Value Service: "Smart Balance" (and account) Management
Raw Counters Services
The Raw Counters (a.k.a consumer analytics) based Services implementations introduce client services aimed to use actual time raw counters information based decisions and trigger different actions (or subservices) accordingly (e.g. if congestion on a cell locations (peak hr.) takes location to the cell level tease the consumer to postpone the call by giving a $voucher through an SMS code...so). Triggering unique tariffs applying a variety of cells and targeted traffic load …for example whenever the load is low teasing the buyers to make voice/ data calls "in the subsequent five minutes or so" to obtain particular discounted rates. Some other examples could be to trigger advertising according to cell area (or even orchestrated with Location Services) to basically fund calls utilizing partner channels (e.g. advertising and loyalty based). The counters based services capitalize and efficiently use the existing network capacity by taking active decisions employing it. Such services are active services.
1) Pre-Requisites: Use Workflow Manager to set the Raw Counters Services Service
two) Towards the consumer 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 Value Tariff" Management
Notifications Management
Notifications Management associated services create seamless and ubiquitous indicates of handling interactions with customers for different use circumstances. The concept makes it possible for the Operating Business (OpCo) to interact with the customer to deal with in different ways the communications through "unified channel" consisting of: SMS, USSD, Internet Self-Care, IVR, E-mail and STK (SIM Tool Kit)
1. Pre-requisites: Use Workflow Manager (BP) to set Notifications Management Service
2. Towards the consumer level: Enable the Notifications Management
Use Service Creation to set and shape the behaviour of the service components

Worth Service: Promoting "Unified Channel" Management
5. Architecture Definition
To be able to implement the set of Services mentioned above a bit of dive into the concepts of related 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 accomplished by Charging Interface (e.g. CAMEL Protocol)
three) Service Control Plane à Service Transaction carried out by Network Control Plane (e.g. Prepay Call Session)
4) Charging Control Plane à Charging Transaction initiated by Service Control Plane (e.g. CDR Spooling )
5) Enterprise Control Plane à Company Transaction accomplished by Charging Control Plane (e.g. CDR rating)
6) Presentation Control Plane à Presentation Transaction completed by Company Control Plane (CDR Report)

Functionality and Interactions
The charging mechanism is quite crucial for Platform Specific BSS Services. Despite the fact that they are able to be regarded as within value-added-services area the situational environment is various. Let have a swift 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 one time charge discounted via bundled product association
Bundle CDR / EDR – Usage/ event based and discounted by means of bundled item association, amount$, usage
Recommendation: Enterprise Strategic Systems Platform Particular (native) Value Added Services will probably be far more appropriate to be charged as combination of any of the beneath techniques:
- Bundle Flat Fee
- Flat Fee
- Each (of the above)
There's an explanation behind this approach and which is such collateral set of Services could be effectively handled as add-on(s) towards the existing Customer Plans. There's no actual Network Transport behind such Services as a result there will be no Network Transactions (e.g. xDR). The BSS Platform Specific native embedded Services are based on Service Creation developing blocks leveraging on functions and orchestrated functionality of the other Network Elements.
Revenue Flow Diagrams
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Multi-Play
World wide web + Telephone + Wireless + Television (Quad Play) Aggregated Revenue Flow - Multi Play Bundle

Thinking about 10% ARPU margins in our commercial enterprise model for the "Bundle Product" the aggregated margins are higher 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 sort margins commercial proposition with enough room for discounting along with other advertising warfare related tools to sustain as well as grow the Industry – which is, a strategic benefit consolidated into few consumer value propositions:
- "You will have one bill for all the services"
- "You will get pleasure from a lot more discounts than ever before"
Actual Time Billing (RTB)
Offerings of RTB (real time billing) can happen in pre pay in addition to post pay use instances – the RTB service might be offered to competitive prices on numerous customer segments:
Business Users (B2B) – business users on the go or heavy usage
Consumers 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 component of this add-on Service. In the course of Service Creation on RTB shaping this Service behaviour various notifications will likely be triggered. It truly is crucial that balance info to be broadcasted by way of the "unified channel" and as such communicated inside value proposition
There are some associated 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 capability to permit the Customer to manage its own balance either post or pre is an crucial business 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 customer on reaching limits and actions to be taken. Inside such actions Service Discovery activations may be required also to push on-the-fly subscriptions towards the new plans a lot more sufficient the spending habits of that certain context or client. Among a number of the value propositions:
"You will control your spending habits"
Service Controls
The primary scope for the Service Controls is usually to permit the client some way of gating (on/ off) the Service behaviour entirely or on different configurable portions of the Service

The "gate" Service concept offers a mechanism to shape service behaviour and push couple of client value propositions as for example:
"Your calling parties will be usually screened"
"Your kids will be safer with parental controls"
"You won't get any call you don't want"
Services Discovery
Services Discovery consists of a set of push services meant to increase the client satisfaction with the overall subscription. That getting stated push services discovery decrease churn and offer an enjoyable encounter of triggering the consumer on the web and on the fly subscription the best plans shaped to its situational behaviour

Balance Management
Balance Management services are means/ ways of managing the customer account balance each post/pre pay buyers. You'll find a variety of ways 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 producing feasible 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
Through Company Strategic Systems (BSS) the consumers can manage their balance over the day among corporate time and personal time enabling and alternating at time intervals the best wallets. The opportunity is for blending B2B and B2C within exactly the same account and as strategic advantage of such service will be the capacity 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 Value Cost Management
By means of Business Strategic Systems according to the quantity ($) on a variety of account wallets the cost of balance can be paid for much more worth ($) replenishments/ payments. (e.g. purchasing 20$ best up (post/ pre) will secure 5c per min. whilst acquiring 30$ best up will drop to 3c per min. for example). Balance Worth Price Management is add-on towards the Balance Management BSS collateral Service
Notifications Management
The notifications management mechanism is key stone in defining a appropriate user experience – it indicates mainly communications with customer as well as timely acknowledge and data about actions and transactions which had been taken location either initiated or recommended by each: Operating Firm (OpCo) or Customer.
6. Specifications and Standards
The Business Strategic Systems (which includes further services) as Practice have as needs the Service Creation Environment (SCE) together with Workflow Manager (Enterprise Process (BP)) to support method and service creations as well as to shape the behaviours whenever the services and processes are triggered.
Graphical Call Flow Representation — Service Creation Environment (SCE) users simply create applications employing drag-and-drop Action Components (a.k.a creating 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 based on open net standards
User authentication through Single Sign On (SSO)(e.g. active directory or LDAP)
Collaborative process modeling architecture
Export procedure 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) after which executed via handlers when the trigger is fired
The Service Creation Environment (SCE) and Workflow Manager runs in a net browser, zero software program installation
The Enterprise Approach Engine (BP) is really a process platform - stakeholders can approach model according to Internet and integrations with wikis
Service Creation Environments and Workflow Manager (BP) are extensible, may be added as plug-in(s)
Workflow Manager(BP) must assistance method modeling languages (e.g. BPMN)
Environment Specifications
Assistance of all fundamental 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 to 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 method models
The enterprise procedure execution language (BPEL) is XML-based language to specify environment business processes. The activities of the business processes are implemented as Web 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 two.0 in 2004. BPEL processes can invoke other net services and they can be invoked from other net services. The net service interface is defined within the internet 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 Business Strategic Systems (BSS) native worth added services platforms functionality is usually Service Oriented Architecture (SOA) and Web Services based. Highlights over the technology descriptions and solutions characteristics may be enumerated below as such:
Modular components Internet based (front end)(e.g. XHTML) Accessible by way of Mozilla and Firefox from inside various Operating Systems (OS)

Modular components Linux EE open source (back end) Red Had OS (crucial) based platforms (EE)
Fedora OS (non crucial) based platforms
Apache Software Foundation (Apache Web 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 crucial 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 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 region even so the internet 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 1 of the foundations of the next 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 towards the big computer we're constructing. Cloud computing is a great way to think about how we'll deliver computing services in 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 company 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 support 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 rewards of migrating and employing within the future cloud computing are:
Efficiency/Economy - promoting clear "green"-computing concept. It enables server clusters to function far more efficiently and saves costs on energy, cabling, HVAC minimizing capital expenditures
Reliability/Availability - service-level availability by way of the built-in hardware-level availability functions 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 achievable load levels

"The rise of the cloud is more than just another platform shift that gets geeks excited. It is going to 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 making use of TIM Network. It has its own Global Title(s) range but SIM range is within TIM ranges. The company uses Enterprise Strategic Systems to co produce worth blending streams of loyalty points on best of the corporate B2B discounted provide from TIM for their existing customer base. The customers are provisioned inside Organization Strategic Systems with the following collateral worth added Services : True Time Billing (RTB) Service for all the calls (voice/ data)(leveraging 1) strategic advantage on net 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(2) strategies: loyalty2account and ads2account)

Operator B (Holland) Loyalty based MVNE making use of 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 business uses Company Strategic Systems (BSS) to co make value partnering with numerous 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: Real Time Billing (RTB) Service for all the calls (voice/ data)(leveraging 1) strategic benefit on internet self-care and genuine time bill reporting)
Notifications Management Service (leveraging two) strategic benefit on Customer Care on "unified channel" and "payment channel")

Balance Management (which will leverage three) strategic advantage on two(two) 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 client is roaming not homing. The Service Creation will trigger inside the Organization 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 (2) opt-in to Services Discovery.
Spending Controls –Balance Management limits capabilities along with the notifications and associated triggers will help operators enhance their customer satisfaction offering an option towards the consumer 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 really critical services. Intercepting (SCP) Calling Party (CAMEL IDP) the Enterprise Strategic Systems can restrict and/or redirect the CS Calls and Diameter (Data). The subscription could be to (1)Genuine Time Billing along with (two)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 a variety of 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 customers and a considerable industry 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 approaches within customer "unified channel")

Operator F(Moldavia) Off - Peak Calling – Implementing Balance Worth Price Management by means of Client Analytics Module (subset of Raw Counters Services) offers real time reporting of the SCP load consequently for the clients subscribing to the Actual Time Billing (RTB) the customer analytics would help increase client satisfaction by teasing consumers to create calls into areas (or cells) where the load is low to better capitalize on existing traffic available capacities. The dynamic calling strategy tariff can be added on best of RTB as add-on offering large discounted calls on different destinations teasing consumers for much more traffic.
7. Technology Evolution
Technology direction trend is always to be used considerably the open source developments employing highly redundant architectures. Open Source evolves rapidly creating 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 far more and far more the essential areas of the real time processing which is still close source dependent (e.g. Oracle DB and Windows OS for 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 Net Services
Increased open source solution availability and reliability (moving from three x 9s (open source) to 4 x 9s (mixed) to five x 9s (close source) by way of open source only)
Enhance solution performance and flexibility (which includes User Interface) by way of Java/ Web only technologies (some locations are still C/C++ especially where true time processing is necessary(e.g. SCP)
Enrich Ease of Use and open standards integration points especially on vital User Experience
Obtain Carrier grade OAM (including Backup and Restoration)
Enhanced Reporting – see beneath what it has to be as minimal implementation
Dynamic Decision
Reports carried out in true or near genuine time to support tactical decision according to call volumes such as consumer analytics and interpretations associated to them
Performance
Reports on commercial criteria according to any database field product combinations to support new product development introduction or existing commercial portfolios
Forecasting
Reports on problem management on topics as for example dimensioning and traffic analysis according to historical data to be able to assistance the planning method 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 enterprise models and services approaches. Enterprise Model variations bringing new worth propositions and generating commercial difference within the existing landscape are considered critical. Company Strategic Systems Platform Distinct collateral Services are part of such innovative set of new services generating a difference
Ecosystem
Usually the Worth Chain of the Enterprise Strategic Systems is 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)
Customer Analytics
Service Creation
Reporting Management
Loyalty Management
Trouble Ticketing
3rd Party Net Services
Function Order Management
Resource Management
Voucher Management
Fraud Management
Finance Management
Accounting Management
25. Marketing

9. Industry Predictions
General trends inside 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 organization enablers and industry differentiators to:
- Generate revenue
- Decrease CAPEX and OPEX
- Increase attractiveness, reduce churn
- Produce strategic benefit through native value added services
Strategy and Evolution Trends
The integrated products and services offerings are taking larger footprints inside Telco. Higher margins particular of such offerings are becoming far more attractive inside the overall commoditization method of Telco services and a constantly saturated market. 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 business 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 benefit on such complicated markets and be the next steps forward maintaining service profitability. Most of the existing Telco Organization Strategic Systems cannot assistance, according to their current technology, new coming differentiated worth propositions as having particular limitations and the most critical becoming their implementation is not flexible and agile enough to cope with the company pace in terms of specifications and technology.
Key Concepts
Couple of key concepts from this post: Integrated Services Platforms (BSS + VAS) are going to take a larger footprint due their strong native assistance to fast pace organization requirements and higher ARPU margins in addition to their agile method (cost/ positive aspects) (native VAS) to the enterprise. The standardization and modularization are vital as subsequent step will likely be cloud computing implementations which will cover module to module migrations. The price per subscriber inside such integrated approach is under 3$ for Tier 2 and under 1$ for Tier 3 OpCo(s) inside a ten yrs. period (see beneath).
Today's implementations of such platforms are not securing the integrated services platforms concepts, even the main function(BSS) is tampered in different of its dimensions either by means of missing functionality or not completed implementation of such functionality and this is for most of the implementations which gives a lot of drawback to effectively implement and assistance the organization beyond such technology.
Expenses
Let have a speedy look over the TCO (Total Expense of Ownership) of acquiring such Company Strategic Systems within the presented ecosystem presented above as integrated services platforms and enablers
OpCo Size à less than 1 mil. Customers
five yrs. time frame in between 3$ to five $ / sub.
10 yrs. time frame among two $ to four $/ sub.
OpCo Size à less than five mils. Customers, greater than 1 mils. Clients
five yrs. time frame among 1$ to three $ / sub.
ten yrs. time frame under 1 $/ sub.

Advantages
Reduces Churn and construct loyalty
- Stimulates usage
- Enriches end-user experiences
- Improves new user expertise & usage habits
- Increases and optimizes revenue by way of enablement of new services
Company Assurance
-Immediate service creation
- Customize to changing needs
Unified customer knowledge by enabling all channels: Internet Self Care, USSD, SMS, STK, Email and IVR – the "unified channel"
10. About the Author
Marinel Rosca is senior marketplace and technology development professional having a successful track record within the advancement and leadership of regional, national, and international ventures. The broad expertise in Telecom was acquired being component of a variety of initiatives over the last +15 yrs. in firms as for example 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 might be reached at: mrosca@connect.carleton.ca
11. Acknowledgements
The work at this article was supported through an extensive research on both Operating Companies (OpCo(s)) along with Telco Suppliers Lab Trials during the summer of 2010. The author of this write-up has spent a large quantity of time collecting information and interviewing stakeholders for this study (and article) with a variety of suppliers and OpCo(s) that are Industry best of the class of such integrated services platforms to determine and classify a variety of flavours of implementations of Organization Strategic Systems native embedded Value Added Services in addition to their immediate (or long term) advantages for the OpCo enterprise. Whether you plan to produce a sophisticated BSS RFI/ RFP or just invite different suppliers on workshops to see how they meet your needs (implicitly your organization 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 Enterprise, 2005
Cloud Computing for the Enterprise—Forrester Research, February 2009
Software-As-A-Service Adoption Expands—Forrester Research, February 2009
Gartner Top 10 Strategic Technologies for 2010

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