| The imperative need for competitiveness & | | | | process areas) like: |
| flexibility in the highly dynamic & competitive | | | | - Telecom network resource management: a telecom |
| telecom market environment, is rendering the issue of | | | | operator has to manage efficiently complex telecom |
| business intelligence extremely important. The market | | | | network resources, in order to optimize the telecom |
| complexity In the modern era, a telecom provider is | | | | service offered: improve the quality of service, reduce |
| operating in a highly complex (regulated, internationally | | | | the time to order fulfillment, reduce the number of |
| linked), fast changing, and extremely competitive | | | | network infeasibilities. |
| environment in which new competitive products and | | | | - Customer relationship management, with a complex |
| services are launched almost every week. Many | | | | product portfolio offered to a complex set of |
| market factors are changing frequently (competitors, | | | | customer segments (residential & business) via a |
| new entrants, mergers & acquisitions, economic | | | | complex organization of Customer touch points |
| conditions, positioning of competitive products, | | | | (CTPs) |
| technology factors enabling new products or value | | | | - Partner relationships management: a telecom |
| added services, regulatory decisions), thus affecting | | | | operator is exchanging information on network usage |
| the market balance and the relative strategic | | | | (CDRs) with other operators and may be reselling |
| positioning of competitors while producing opportunities. | | | | products of other telco providers. Order management |
| The internal complexity of telecom business The | | | | and billing systems of both parties, need to be |
| complexity of a telecom business is very high, given | | | | synchronized. |
| operations (focusing on some of the most critical | | | | |