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Telecom Unications

The document discusses how telecommunications impacts different types of users and trends in the telecommunications industry. It describes objectives to define telecommunications and describe important customer value. It then investigates improving business processes, customer service, cost reduction, and competitive advantage through telecommunications. The document also discusses perspectives of professional telecommunications end users and corporate telecommunications managers.

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29 views9 pages

Telecom Unications

The document discusses how telecommunications impacts different types of users and trends in the telecommunications industry. It describes objectives to define telecommunications and describe important customer value. It then investigates improving business processes, customer service, cost reduction, and competitive advantage through telecommunications. The document also discusses perspectives of professional telecommunications end users and corporate telecommunications managers.

Uploaded by

ginovittorio
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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INDEX

INTRODUCTION ................................................................................................ 2
OBJECTIVES ..................................................................................................... 3
INVESTIGATION................................................................................................ 4
CONCLUSIONS ................................................................................................. 8
BIBLIOGRAPHY................................................................................................. 9
INTRODUCTION

Changes in telecommunications are impacting all types of user group, which


include business users, traveling users, small and home offices, and residential
users. The acceptance rate of telecommunications and information services is
accelerating significantly. Voice services needed approximately 50 years to reach
a very high teledensity; television needed just 15 years to change the culture and
lives of many families; the Internet and its related services have been penetrating
and changing business practices and private communications over the last 2 to
3 years.
Trends in the telecommunication industry are analyzed from the following
perspectives:
Growth of the global telecommunications market.
Increasing network complexity.
Deregulation and privatization
Communication convergence
Customer orientation
OBJECTIVES

General

Describe the telecommunication and all relevant aspects that it entails to


the same.

Specific

1. Describe the most important items of superior costumer.

2. Define telecommunications.
INVESTIGATION

The Professional Telecommunication End-User Perspective Although all


professional organizations, profit or not-for-profit, aim for creation of sufficient
stakeholder value, in order to maintain their success, they particularly need to be
able to continuously distinguish themselves toward their customers. The
customer in this respect may materialize into someone with whom the sales
transaction is formally closed (the buyer) or into someone who consumes a
service from the product bought (the end user). The position is taken here that
the customers end user is the final decision maker on whether the service
derived from the product delivers the required benefit.
Professional organizations that have taken distinctive positions in the last decade
have narrowed their focus to delivering superior value toward end users
according to three well-known value disciplines:
Operational excellence.
Customer intimacy.
Product leadership.

Superior customer

Value is achieved by organizations that are able to push the boundaries of one
value discipline while meeting the standards of their professional sector in the
other two. Key to this is the effective alignment of the organizations entire
operating model to serve the chosen value discipline strategy. What are the
primary actions that need to be taken to this extent and how can
telecommunications be an effective enabler? The following items have been
observed during recent surveys by OVUM among their panel members:
Improving business processes
Improving customer service
Cost reduction and control
Creating a competitive advantage
Improving Business Processes

Changing working practices (increases in teleworking and remote working) and


buying practices (consumers are more willing to make purchases remotely) force
organizations to generate value quickly and be accessible all day, every day. This
on its turn has led to an increased usage of business process reengineering to
reduce the time from request to order fulfillment and the use of
telecommunications to reduce organizational complexity. The deployment of new
processes essentially identifies the need for improved communications along the
workflow. Telecommunications enables faster transportation of documents,
allows on-line access to business-critical information irrespective of storage
place, and brings the work to the person. It thus facilitates teams of people that
are either geographically dispersed, or are working as virtual teams in so-called
knowledge communities.

Improving Customer Service

Through telecommunications, customers can be given workstation access to their


supplier which may provide them with an increased level of convenience and
service. The idea here is to reduce customer hassle to do business with suppliers.
The workstation may range from a Touch-Tone telephone set to a dedicated
computer terminal. Examples are electronic information dissemination (e.g.,
product portfolio information, order tracking, invoice queries) and electronic
transactions (e.g., cash management, ordering of goods, telephone subscriber
line removal).

Cost Reduction and Control

Traditional management information systems use an organizations accounting


system that generates monthly reports on paper. Nowadays, organizations
decision makers want information on a more regular basis and on-demand. To
this extent, corporate information warehouses are being built that capture
information as often as needed at its sources (production lines, points of sale,
etc.). Another area where telecommunications is seen to enable cost control and
reduction is inventory management. In fact, organizations that practice state-of-
the-art, just-in-time operations rely heavily on telecommunications to obtain
information to monitor and match demand for goods.
Competitive Edge
Telecommunications has been a critical enabler for many organizations to gain a
competitive edge among their competitors. An example we already have seen
above is electronic supplier access, which may at the same time secure an
existing customer base and open inroads to new customers. Another example is
the ability to differentiate a commodity product through speed of service,
information by-products, and ease of access. But telecommunications can also
facilitate new products or services through leverage on an existing installed
technical facility. A large computer manufacturer that offers remote assistance
through a call center may diversify using the same customer information and
technical facility to start a telemarketing business.

The Corporate Telecommunications Manager Perspective

So far we have identified the generic business drivers from the end-user
community, but now we need to perform the translation into corporate
telecommunications network drivers. Within a customers organization, this
translation role is often taken up by the corporate telecommunications manager.
A recent survey of the Yankee Group identified the number one driver as
geographic expansion, as organizations move into new markets and countries to
gain new customers and suppliers. This is followed by a need for cost
management (business driver = cost reduction and control) and then generic
issues that will ensure better management of the business leading to improved
levels of productivity and customer satisfaction (business driver = organizational
processes).
Todays corporate networks consist of many individual networks and different
technologies, often with their own specialized staff and operating procedures.
About 50% of existing traffic in corporate WANs is telephony, modem data,
facsimile, and video applications. The remainder decomposes into 35 to 40%
LAN Data and 10 to 15% IBM/SNA. What has resulted is an overall structure that
is both inefficient and expensive to operate and that creates barriers to change.
The traditional organizational network architecture has become a performance
and cost hassle or even a real bottleneck. In addition, a corporate telecom
manager faces a strong demand from real-time desktop multimedia applications,
leading to an increased demand for differentiated network performance and
increased traffic load.

Issues that are of particular concern to todays telecom managers:


Network Management, a pivotal function and specifically within that availability
and reliability. If the network is business critical it has to be there when it is needed
and working to full capability.
Cost Management, essential in order to ensure that costs are in line with the
benefits received.
Today many organizations do not have a good measure of their
telecommunications costs and the service performance delivered.
Skill Management, the need for suppliers to be able to provide complex
networks and the ability to change network configurations in line with business
needs, is linked to the supplier having the right skilled people supported by
processes and tools.
CONCLUSIONS

1. Key to this is the effective alignment of the organizations entire operating

model to serve the chosen value discipline strategy.

2. The customer in this respect may materialize into someone with whom the

sales transaction is formally closed.


BIBLIOGRAPHY

1. Ed. Kornel Terplan, Patricia Morreale. The telecomunicatios


handsbooks. Press LLC. United State of America 2000.

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