Role of Knowledge Management in Telecom Sector

Role of Knowledge Management in Telecom Sector

KNOWLEDGE MANAGEMENT

"Knowledge Management is the discipline of enabling individuals, teams and entire organizations to collectively and systematically create, share and apply knowledge, to better achieve their objectives"

Ron Young,

CEO/CKO Knowledge

Associates International

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Codification Communication

Telecommunication industry is often described as the “Sunset industry” for the reason of rapid growth in product innovation and technology development.

Information transfer in the market takes

place speedily which uphold most of the input for business activities and operational processes

The Indian telecommunications industry is one of the fastest growing in the world and India is projected to become the second largest telecom market globally by the end of 2010.

This is evident from the facts of Telecom Industry for example, India added 113.26 million new customers in 2008, the largest globally

In the competitive marketplace, business organizations have to keep updated with the global trend and current status about telecommunications in order to lead a significant position among competitors

In view of the business structure, telecommunications are featured with hybrid science of collaborations among people, process and technology.

The key issue for business benefit is to integrate those three components with a standardized and favorable management system.

The shared knowledge system provides workers a comprehensive way to capture knowledge from individuals to the whole enterprises, so that valuable information and skillful experiences within the companies are retained

Knowledge Management For Customer Retention – Telecom Industry

When the number of service providers are increasing and government regulations increasingly tightening, it’s becoming difficult for the telecom companies to retain customers

Added with introduction of mobile number portability (MNP) it will be more difficult for the telecom service providers to retain customers

The external environment; social, political, economical and technological changes are happening faster than ever

There are new products, services and new tariffs in the market every two weeks and the customers are getting confused faster than ever. In this confusion there are many customers who change their service providers rapidly

Why a customer leave a service over the other service provider?

1) More lucrative price offers

2) Quality of customer service

3) Quality of service being provided

4) New features

Where does knowledge management

fit in for the telecom companies? Earlier companies were trying to collect,

capture, replicate enterprise, employee and business knowledge capital.

However, now that customer is the prime asset, companies are trying hard to capture the customer data

Knowledge management can be applied through out enterprise through streamlined processes facing customer services area like billing, fault repair, new campaigns, complaints, self service, cross sell and up sell

When knowledge management processes are aligned with the customer processes, companies would be able to understand the customer better and know the customer lifestyle and behavior in a more meaningful way.

Once the company understands the customer better it would be able to serve it better.

Knowledge management will also allow companies to provide personalized services to the customers, as needs and wants of customers differ from one customer to another.

If companies fail to capture the customer data through knowledge management processes, they would fail to get into the lives of customers and hence fail to provide services suitable to them.

CRM for Telecom Industry The mySAP CRM solution enables you to

tightly integrate front and back-office processes to deliver superior customer service

The free flow of information and powerful capabilities tailored to the telecom industry help you increase revenue, cut costs, boost customer satisfaction, and turn your company into a responsive, customer-centric player.

Customer Care and Billing

mySAP CRM provides a wide range of capabilities for the

interaction center and for customer self-care via the Web site.

As a result, agents can resolve issues with speed and efficiency. Detailed customer profiles give agents the facts and figures they need to effectively manage interactions – via phone, e-mail, fax, or letter.

Full integration with financial, billing, and order and service management systems enables them to investigate and wrap up inquiries quickly, professionally, and with point-and-click simplicity.

Sales and Contract Management

mySAP CRM equips you with the functionality required to shorten sales cycles; increase revenues; maximize productivity; and optimize your direct, indirect, or online channels.

You can plan and forecast sales activities with greater accuracy and organize territories according to a range of criteria, such as size, revenue, product lines, or strategic accounts. You can provide

your sales representatives with the information and mobile capabilities needed to make the most of contacts with customers and prospects – and the tools to turn a pitch into concrete

orders.

Partner Relationship Management

mySAP CRM helps partners share critical information on sales forecasts, order flow, and delivery schedules – ensuring that everyone is working toward total customer satisfaction and that it is easy to do business with your company.

Helps you to maintain a comprehensive dealer-related information and better identify and forecast demand across all your sales channels.

Seamless communication and efficient management of relationships with dealers reduces support costs, increases value to customers, helps fight fraud, and drives more revenue through the indirect channel.

In addition, commissions-management functionality enables you to create incentives for your partners.

Business Benefits

mySAP CRM enables you to:

Empower your agents to answer inquiries and take immediate action. End-to-end integration with billing, order, and service management systems gives them the information and tools to deliver true customer satisfaction.

Show one face to the customer, with full integration for consistent customer data across your enterprise.

Manage your partners and dealers effectively and help increase sales of your products and services.

Improve the effectiveness of campaigns and get a better return on your marketing investment.

Increase revenue through efficient customer acquisition, improved direct marketing response rates, enhanced cross-selling and up-selling, and decreased churn.

Reduce costs through automation of interactions, increased productivity, optimized inventories, and streamlined processes.

Achieve competitive advantage through greater customer loyalty and retention, richer customer and market insights, and accelerated time to market

Case study of knowledge management in vodafone Need of implementing KM Program within Vodafone KM is the bridge b/w traditional R&D functionality and

strategic and operational activities within Vodafone. Extensive data analysis projects to define trends and

form future visions. Vodafone capture the concerns of business leaders within the company as a whole. This all leads to the identification of the knowledge that require in order to make the best decisions about how to move the company forward .

Barriers in attempts in knowledge sharing within organization

1- The progress can’t be measured in any quantative manner.

2-Progress to implementing an infrastructure to support KM and what changes were necessary to ensure success .

3- Insufficient data.

4-As yet they are not using any specific knowledge-management tools.

Outcomes from case study Knowledge management is not something hugely

different from a lot of the things we are already doing. Often it is the same set of practices dressed slightly differently. As such, do not regard knowledge management as something overly complicated. After all, the goal should not be just that certain processes and activities are called knowledge management;

Measuring progress in terms of gathering knowledge is still a major challenge;

Changes in managerial instruments are often required to enable people to act as you want them to act in a given process. This is the case in the introduction of any new or renewed process, but being aware of this fact can be helpful, particularly when we are talking about something that deals with such ‘soft’ issues as KM does.

THANK YOU