REVA0511 Murphy Prez

8/3/2019 REVA0511 Murphy Prez

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Revenue Assurance, Fraud ReductionRevenue Assurance, Fraud Reductionand Cost Management inand Cost Management in TelecomsTelecoms 20112011

Uncovering innovative strategiesUncovering innovative strategies

and therefore prevent customer loyaltyand therefore prevent customer loyalty--relatedrelated

May 2011David Murphy, Revenue Assurance Manager,

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Contents

•Overview of eircom-Meteor Ireland

•Overview of Eircom-Meteor Revenue Assurance approach

•RA Workstreams

•Expansion of RA Focus

•Case Stud 1-Customer Credits

•Case Study 2-No Cable Pair Issue

•Case Stud 3-Review of Product Bundles

•Case Study 4-Closer integration with Fraud Management

•Conclusion

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Eircom Ireland Overview

• Eircom-Meteor Ireland Overview

•eircom is the principal provider of fixed-line telecommunications services in

Ireland with approximately 1.4 million working lines (as at end Dec 2010).

•Our mobile division, Meteor, which was acquired on November 23, 2005, is the

third largest mobile operator in Ireland (app. 1.05m mobile subscribers as at Dec2010).

•We had turnover of approximately €1.8 billion and EBITDA of €679 million in the

nanc a year en e une , .

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•Fixed Line Broadband subscriber base of app 683,000 (end Dec 2010)



Eircom Ireland Overview

• Eircom-Meteor Ireland Recent Developments

•Launch of Next Generation Broadband to focus on Value Added Services

(MusicHub, StudyHub, Setanta content Sharing)

•Launch of eircom MusicHub. Online Streaming Music Service. App 16k

customers as at Feb 2011

• aunc o e o e e rcom o e ran o comp emen e eor mo e an

attract Postpaid/Business subscribers

•Continued Rollout of WiFi network with focus on Mobile Apps. Free to eircom,

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.



Eircom Revenue Assurance

• Eircom-Meteor RA Programme Overview

•• The RA programme has been established with the objective ofThe RA programme has been established with the objective of

assuring the correct capture, billing and collection of revenueassuring the correct capture, billing and collection of revenuegenerat ng act v ty.generat ng act v ty.

•• Coupled with this is the objective of assuring that the costCoupled with this is the objective of assuring that the cost--ofof--salessales

•• The programme consists of 4 capabilities. These capabilities areThe programme consists of 4 capabilities. These capabilities are

. .. .

contribute to the bottomcontribute to the bottom--line.line.

•• The ro ramme is im lemented b the RA team workin with roductThe ro ramme is im lemented b the RA team workin with roduct

management, IT, billing, networks and sales.management, IT, billing, networks and sales.

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Revenue Assurance Work Streams

Revenue Assurance Work StreamsRevenue Assurance Work Streams

ProductProduct

ReviewsReviews

RA SystemRA System

ControlsControls

New ProductNew Product

DevelopmentsDevelopments

OperationalOperational

ControlsControls

RA1RA1 RA2RA2 RA3RA3 RA4RA4

Product Reviews NewProduct Reviews New --

VOIP BIP WLR etc.VOIP BIP WLR etc.

Network Vs BillingNetwork Vs BillingProjectProject--

ReviewReview NPDsNPDs

Assess risk of over /Assess risk of over /

Traffic ControlTraffic ControlReportsReports

Product Reviews UpdateProduct Reviews Update--

mprovementsmprovements

Route AnalysisRoute AnalysisDatabaseDatabase

under chargingunder charging

Log manualLog manual

processesprocesses

e wore wor vsvs ngngAnalysisAnalysis

Billed Call AnalysisBilled Call Analysisb exchan eb exchan e

Data Reviews NewData Reviews New --

, , ., , .

Operational ReviewsOperational Reviews--customer credits Nocustomer credits No

RA postRA postimplementationimplementationreview(sample)review(sample)

Live call MonitoringLive call Monitoring

Monitoring ofMonitoring ofInternal usa eInternal usa e

Order tracking &Order tracking &reconciliationreconciliationsystemsystem

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Data ReviewsData ReviewsUpdateUpdate--

Cable Project, DiscountCable Project, Discount

ReviewsReviews



RA Work Stream 1- Product Reviews

Operational ReviewsOperational Reviews

•• Moving beyond “typical” Revenue Assurance review scopeMoving beyond “typical” Revenue Assurance review scope

•• Looking at activity/transactions as opposed to Process/ProcedureLooking at activity/transactions as opposed to Process/Procedure

--

•• Customer oriented viewCustomer oriented view--what’s happening from the customers POV?what’s happening from the customers POV?

•• Right first time approachRight first time approach--minimise the need for customers to contact the Callminimise the need for customers to contact the Call

CenterCenter

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Expansion of RA focusExpansion of RA focus

• As part of the RA programme for 2010/2011, it was agreed toroa en t e scope o eyon typ ca or er to /customer

usage scenarios.

•These included:•A review of customer credits issued across the group

•A review of customers with no Cable Pair (Access line) betweenthe eircom exchange and their premises.

•A review of Bundled products to ensure all components aredelivered per the customer request

•Incorporation of Fraud Management into RA and any synergiesthat might develop as a result.

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Case Study 1 Customer Credit ReviewCase Study 1 Customer Credit Review

• The RA programme plan for 2010/11 incorporated a review ofcre ts ssue across t e roup. e rst p ase or t e xe nebusiness found the following:

•RA found potential reductions in Credits issued of app €1m perannum.

•To date app 20% of this saving has been achieved.

•Top Reasons for Credits:•DSL/Broadband Disputes: 36%•Account Issues: 23%

•Discount Ad ustments: 18%•Service/Fault Issue: 6%•Promotion Dispute: 5%

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Case Study 1 Customer Credit ReviewCase Study 1 Customer Credit Review--

• Our findings from the Phase 1 review were as follows:

•Issues with existing Monitoring and Reports. Some credits not reviewed

(app €50k per month).Credits given to the same account in Consecutivemonths are not reviewed

•Issues raised within a monthly reporting period are not closed off (i.e. no

feedback from Business Areas)

•Majority of credits issued are related to Broadband (service issues,bundles not applied correctly, Early Cease Charge incorrectly applied)

•Backdated Cessations & Balance Transfer functionality generate un-checked customer credits

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• Actions on foot of Findings:•Improved Reporting-rolling 3 mth review and expansion of credits to bereviewed. Close off from each area to be followed up.

•Broadband & Discount Credits-control being developed to ensurediscounts/bundles are provisioned correctly, reducing the necessity forcustomer credits for the non application of discounts

•Balance transfers between accounts-New Report has been developedto monitor this. Manual investigations to date indicate that most of thesebalance transfers are valid.

•Backdated Cessations-Report has been developed to monitor thisactivity and is circulated to the relevant sales and service channels.Billing systems have been modified to reduce the period for whichcessations can be backdated from 2 years to 3 months.

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•Phase 3 of the review is ongoing

•Initial findings are consistent with findings from fixed line business.

•Key issue is lack of visibility/reporting for Management to addressindividual issues

•Call Center model-Centres performance is managed on volume ofcalls answered (quantitative) and not call outcomes (qualitative).

.

•Internal System Data-System Categorisation of credits is too broad. .are Billing Issue/Charging Issue/Goodwill etc)

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Case Study 2 No Cable PairCase Study 2 No Cable Pair

• RA uncovered an issue where the customers line wassconnecte at t e exc ange, ut st act ve on our act vat on

system and on billing.

•Mostly larger customers with multi line installations (one line out of50 may not be missed out).

•Initial investigation found app 4000 lines where the Line may havebeen disconnected in the exchange building.

•Our Service Assurance (Networks) organisation was tasked withproving the absence/presence of the Line.

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Case Study 2 No Cable Pair (2)Case Study 2 No Cable Pair (2)

• App 18% of lines were found to be working, app 29% were able toe reconnecte n t e exc ange, eav ng app 53% o nes una e to

re-connect.

•Credits were issued to customers with a letter explaining the issue.

•A monthl control has been established to identif this issue on an

ongoing basis.

• - ,credits to issue as the exceptions are found and resolved within abilling period.

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Case Study 3Case Study 3--RA review of Product BundlesRA review of Product Bundles

• On foot of the Customer credits review, it was recognised that as gn cant proport on o customer cre ts are ssue as a resu t othe customer not being provisioned with all appropriate elements of

their chosen bundle.

•Customers may have the correct Tariff plan, and an eligiblebroadband subscri tion but unless the o t-in for a bundle

discount, they will not receive it.

• avail of specific Tariff plans in a given week, their Broadband typeand whether they have opted in or not.

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Case Study 3Case Study 3--

•Exceptions are sent to the relevant Sales/Service channels to checkaga nst recor s to esta s w et er customers s ou rece vetheir bundle discount.

•A similar report will be developed for the Mobile business once thefull credit review has been completed.

•This report will result in fewer calls to the contact centres and fewercustomer credits

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Case Study 3Case Study 3--Closer Integration withCloser Integration withFraud ManagementFraud Management

•Typically, Revenue Assurance and Fraud Management operate offvery s m ar ata-sets tra c reports, su scr er n ormat on etcand skill sets (analytical capabilities).

•We have developed FM reports for our Wholesale Transit traffic thatalso act as an “early warning” for Wholesale Product Management.

•We can see where an operator has reduced the amount of trafficbeing sent over our network within hours of it happening.

•This can allow our Wholesale Product team to engage with therelevant operator to re-negotiate tariffs etc.

•On the retail side, FM acts as an early warning for CreditManagement issues with customers as well as identifying possible

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ac s n o cus omer s e c.



ConclusionConclusion

• By focusing on Customer Credits, we can identifypro ucts/promot ons w c are pro emat c or a y es gne anfeedback to Product Operations.

•Our No Cable Pair control allows us to identify network issues thatmay have gone un-noticed by the customer and provide a “pro-active” maintenance service to the customer.

•Improvements in Bundle Products reporting allow us to identify

•Looking at the same data sets as Fraud Management allows us to

accordingly.

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ConclusionConclusion

• RA possess the skills to provide the necessary insight to theus ness to e p re uce un-necessary customer contact, an to

also ensure a “right-first-time” approach is adopted, thus reducing

cost and ensuring customer loyalty.

•Thank you for your time.

•Any Questions?

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REVA0511 Murphy Prez