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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 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