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Business Transformation for VEL INDIA Billing Operations

TABLE OF CONTENTS
Table of Contents...............................................................................................................................................1 1. Executive Summary........................................................................................................................................2 2. Introduction....................................................................................................................................................8 2.1. Purpose....................................................................................................................................................8 2.2. Drivers of Business Transformation........................................................................................................8 3. Project Concept.............................................................................................................................................10 4. Objectives.....................................................................................................................................................12 5. Company Overview......................................................................................................................................13 6. Field Work....................................................................................................................................................14 6.1. Design of Target Process Model ..........................................................................................................14 6.2. Process Notation Methodology.............................................................................................................14 7. Data /Information Collection........................................................................................................................19 8. Scope of work...............................................................................................................................................20 9. Data Analysis and Interpretation..................................................................................................................22 10. Recommendation........................................................................................................................................34 10.1. Cross Scenario Best Practices..............................................................................................................34 10.2. Best Practices -Payment Processing - Level C....................................................................................35 11. Conclusion..................................................................................................................................................37 12. Bibliography...............................................................................................................................................38

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Business Transformation for VEL INDIA Billing Operations

1.

EXECUTIVE SUMMARY

As part of the Business Process Simplification programme a representative set of business processes have been defined to a level that allows Vel India to evaluate the process, organization and system impact of Vel India current and target business and operational environment. This subset of processes does not include all of the target processes. The purpose of the processes presented in this document is to serve as a tool for estimating the impact and effort required for the business transformation during future phases and to ensure alignment with the new system implementation to achieve Vel India business transformation goals.

Problem Statement / Description


Vel India is having Separate Billing Manager i.e. BSCS for all 23 circles and 7 corporations in India. Problems of having separate BSCS system:-This existing system doesnt fully support Multi-Organization. This system doesnt support multiple subscribers under one Financial Account and agility to support strong hierarchy. Time taken to reach market is more. 1. Very less support for new technologies. 2. Different Non-integrated Standalone BSCS are low in performance and also cause security and scalability concerns.

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Business Transformation for VEL INDIA Billing Operations

Additional issues with the current Billing System faced by Vel India. Data Redundancy and Integrity Manual Interventions Non Integrated Environment Less flexibility with Customer Model Also, growing Competition in the Indian Telecom Market is a big challenge. Need to analyze and focus on Post Paid customer experience.

Summary of Problem-Solving Approach (methods used to solve problem)

It is Amdocs recommendation that for each scenario a specific detailed process optimization initiative should be followed including comprehensive as-is analysis taking into consideration CTQ (Critical To Quality) factors and relevant KPIs targets. CTQ means here that there should not be any loss due to transformation of existing BSCS to DOX system. The quality of services and bills provided to customer should be almost same or better than existing. KPIs like Average time for notification of payment to application customers records, cost of billing for total revenue etc should be as per DOX standard systems.

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Business Transformation for VEL INDIA Billing Operations

Basis for business transformation Vel India target processes should serve as a reference to downstream implementation activities such as Testing, organizational change management, and training. This will enable Vel India align the business transformation activities with the blue print processes that were design to reflect the program objectives. ASOM ---The Amdocs Scenario Optimization Modeling (ASOM) has been developed by Amdocs as a Business driven, structured methodology for end-to-end Process Flow analysis and innovation. It is the techniques and tools used in any process driven initiative (e.g. requirement verification, process improvement consulting). In this case ASOM provides the techniques and tools for the different BPI activities. Comprised of an integrated SI methodology and business process artifacts and assets aligned to Amdocs products. Gap Analysis of AS IS and To BE business processes in the area of Customer Pays: -- Identify process and requirements gaps through analysis of:
Product & Service models Interfaces AS IS and TO BE Functionality Recommendations for operational improvements:-Reconcile Customer Experience and ensure strategic alignment. Determination of KPIs and recommendations for monitoring them.

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Major project results recommendations

or

findings

and

AS IS(Findings)

TO BE(Recommendation)

For post dated cheques, the payment is posted only on the dated day of the cheque. If the duration between the cheque dated day and the due date is more say 510 days, the customer will undergo normal dunning actions till the time the payment is realized. Such cases are handled on a case-to-case basis and no LPC is charged all this while. In Mumbai, LPC is charged. In Karnataka, Advance payment posting--Activation charges are adjusted against dealer payment. The process is not done through BSCS. Monthly settling is done outside BSCS. In some circles, activation fee is not posted in BSCS. <G3> Circles here use a manual process to extract a report using iReport and send it across to Oracle financials. Where this report output data is loaded and mapped in Oracle financials. Some circles do it on a daily basis for payment collections and adjustments. But invoices are posted once a month. Some circles post payments/adjustment data also
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Post dated chqeues are posted in AR and backed out in case of cheque bounce. LPF is calculated in all circles for eligible Financial accounts.

Advance payment posting (payments without open invoices) can be done in AR itself.

AR supports posting payments for any charge (fee) created in Amdocs billing applications. AR creates the GL extract in all circles and can be used by SAP/Oracle Financial

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Business Transformation for VEL INDIA Billing Operations once a month. <G3> Account Statement is generated using VF CRM, ePOS which provides the invoices/payments/adjustments/refu nds/any other financial activity related to this customer account for the last 6 months.
AS IS(Findings)

View Payment APIs are available in AR to retrieve the payment details of any financial account. VF CRM/ePOS can use these APIs

TO BE(Recommendation)

Suspense account is used to post For all circles, ECA accounts will be the payments in AR which do not maintained have enough information or have wrong information and valid cheque details. Suspense accounts are manually maintained. Suspense accounts exist in BSCS as any other accounts. In some circles, only e bill payment rejects are put in excel sheet and not posted to suspense accounts. Some other circles rejected payments are tracked in excel sheets and payments are not posted to suspense accounts. <M&G> Not applicable for all the circles- the tracking system is not in use

Improved customer experience by: Simplifying business policies and procedures Streamlining processes across different customer interaction channels Maintaining 360 degree view of the customer Increased Operational efficiency Reduced Time To Market
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Business Transformation for VEL INDIA Billing Operations

2.
2.1.

INTRODUCTION
Purpose

The purpose of this project is to describe a subset of the target business processes for VEL India and to verify the alignment of target processes with the new system in order to ensure the success of the business transformation. The main objectives of this exercise are to rationalize, simplify and streamline Vel India business processes to maximize adoption of the new system capabilities, minimize the need for changes in the implemented product as well as buying-in and achieving adherence to the target process. The target audience for this document is primarily Vel India business and process design personnel.

2.2.

Drivers of Business Transformation

Transformation is a process that enables your business across all the Key Performance Indicator so that you can maintain your customers and outperform your competitors on an ongoing basis.

Business Drivers: ---

1. Transformation from BSCS to DOX system is suggested as it will

support Multi-Organization (23 circles and 7 corporations in India) system. Currently, all the 23 circles of VEL are having different Billing Manager for charging and bill generation of its customers.
2. Strong hierarchy support for Corporate Accounts: -- Flexibility to

have multiple subscribers under one Financial Account and agility to support strong hierarchy. BSCS system doesnt support single financial account for business/corporate customers.DOX system will be supporting this and will add agility to support strong hierarchy.
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3. Convergence of Multiple Services and integrated view.

4. Support for new Technologies and Business needs.


5. Accelerated Time to Market.As all 23 circles have different

standalone billing system it is tough to ensure that all systems are up and running. This causes delay in generation of charges and bill for customers with utmost precision.

Technical Drivers:--

1. Integration issues with external applications: -- Presently Client has

different systems which are standalone applications. These systems are not fully integrated with each other as all applications are not either JAVA based or .net based which cause issues. There are middleware applications to help these applications communicate. 2. Performance, scalability and security: --Different Non-integrated Standalone applications are low in performance and also cause security and scalability concerns. 3. Single Instance System: --AS IS System is not a single instance system.
4. Manageability and Availability: --Availability of all the systems could

not be ensured and it is tough to manage different systems.


5. Issues with the current Billing System faced by VEL India. Data Redundancy and Integrity Manual Interventions Non Integrated Environment Less flexibility with Customer Model

Growing Competition in the Indian Telecom Market. Focus on Post Paid customer experience.

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Business Transformation for VEL INDIA Billing Operations

3.

PROJECT CONCEPT

Transformation is a process that enables your business across all the Key Performance Indicator so that you can maintain your customers and outperform your competitors on an ongoing basis. Transformation relies on implementation of effective market and stay-inbusiness strategies that attract more profitable customers in selected markets and lower operating costs. Business transformation is achieved through efforts from alignment of the areas of people, process and technology towards an outcome-based endstate such as (for example) 50% increased revenue or 25% improved customer satisfaction. Business transformation is not (or does not have to be): Outsourcing downsizing change re-labeled expensive only managed by consultancy firms or limited to IT projects How do you know you need to transform your business? If the answers to any or all of these issues are doubtful, you need to change your approach. If you dont change, your competitors will change. Are we reinvesting in opportunities the market evolves? Is our performance superior to our major competitors? Is our competitive advantage strong enough to leverage more customers and more business from existing customers?

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Business Transformation for VEL INDIA Billing Operations Business Transformation for Vel India Billing Operations: -The project is mainly to find out the gap between BSCS and DOX billing system and list down KPIs. Also, suggest benefits and advantages of implementing DOX billing system.VEL operates in 23 circles and 7 corporations in India and is currently having standalone BSCS for each circle. These standalone billing system causes performance, scalability, security, manageability and availability issues. This transformation from BSCS to DOX will be reducing all these issues as it will be single instance integrated billing system. Gap Analysis of AS IS and To BE business processes in the area of Customer Pays: -- Identify process and requirements gaps through analysis of: Product & Service models Interfaces AS IS and TO BE Functionality Recommendations for operational improvements. Reconcile Customer Experience and ensure strategic alignment. Determination of KPIs and recommendations for monitoring them.

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Business Transformation for VEL INDIA Billing Operations

4.

OBJECTIVES

As part of billing transformation, analyze existing Customer Pays scenario and suggest improvement in processes. To provide Business Process Flow for Customer Pays Business Scenarios for Billing Operations along with operational improvement and gap analysis between AS IS and To Be processes. Provide benefits of AR module for Customer Pays (CP) scenario describes the collection of payments received from various sources and the handling of these payments. To analyze existing process for Customer Pays Scenarios of Vel India Billing Operations and recommend improvement. Also find out KPIs for Customer Pays Scenarios. By using Amdocs Customer Experience System ensure strategic alignment of all processes involved in Customer Pays Scenarios for Billing Operations. As the standalone BSCS for each region dont have robust mechanism for customer pays scenario. The Amdocs AR system is going to provide better mechanism for capturing and managing customers payment. As

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5.

COMPANY OVERVIEW

Vel Indias commenced operations in 1994 when its predecessor Telecom acquired the cellular license for Mumbai. The company now has operations across the country with over 94.14 million customers**. Being the world's leading international mobile communications group with approximately 333 million proportionate customers as on 31 December 2009, Vel India currently has equity interests in 31 countries across five continents and around 40 partner networks worldwide. The Group is a diversified business corporation with a balanced portfolio of assets in the manufacturing and services sectors of Steel, Energy, Power, Communications, Shipping Ports & Logistics, and Projects. It employs more than 50,000 people across offices in Asia, Africa, Europe and the Americas. **Figures from Cellular Operators Association of India, January 31, 2010

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Business Transformation for VEL INDIA Billing Operations

6.
6.1.

FIELD WORK
Design of Target Process Model

This document is the outcome of the business process simplification exercise and was created based on the following project stages:
Stage 1: Mobilization and Discovery

This stage covered the design of the selected baseline business processes; including As Is vs. To Be analysis to identify benefits from the new solution and to represent the best practices of how to use Vel India proposed solution and architecture.
Stage 2: Vision

This stage covered two weeks of business process workshops including End2End process review and analysis on the main agreed processes. Following the on-site business process sessions, analysis of the sessions outputs was performed followed by final design of the target business processes.

6.2.

Process Notation Methodology

In order to map the processes within scope of the project, Amdocs team used the ARIS tool, together with a dedicated subset of notation elements. The explanation of the process notation, together with the description of each of the symbols used in the process diagrams can be found in the following table:

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Element Name

Symbol

Description

ASOM base template

External trigger zone Organisational process flow through zone System automation zone - value zone Actors, external to the organisation, can trigger or influence the process, or get output from the process. Examples are Customer, Time, Government, and so on. Names of the le 3 process groups, to be used as a background for le 4 elements (light blue)

External Actor

eTOM le 3 elements

Human functions

Names of the le 4 (and 5) process elements in yellow. These elements represent human activities performed by a certain organizational unit System functionality is represented by green elements and can be connected to le 4 human elements on the one hand, and other system functionality on the other hand. Events represent a process split, or decision points in the process.

System functions

Event

Logical connectors

Logical connectors are used instead if decision points. The logical connectors used are OR, XOR, AND, and combinations thereof. If a thread in the flow exits the process, and is connected to another process, white elements are used.

Connector to other process/ sub process

Control flows

Process activities that trigger other process activities are connected by red arrows. Red arrows link the sequence of activities that drive the process. Please note that dotted red lines indicate an assumption or an optional activity. Information or data that flows between the human and system elements is represented by blue arrows. Please note that dotted red lines indicate an assumption or an optional data flow. External Systems to NGBSA (- databases) are represented by cylinders. They are triggered by system functions, and can connect to other systems. Any manual file, hardcopy, etc. is represented by the figure on the left, with its name inside the box.

Information flows

Data Base container

Manual Files

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Business Transformation for VEL INDIA Billing Operations

The figure below is a sample screenshot from the ARIS tool with elements listed in the table above structured in a diagram. In addition, each of the symbols in the diagram has a description to provide additional explanation.
6-1: ARIS Snapshot

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Business Transformation for VEL INDIA Billing Operations

The process describes the way the customer payments will be received in Amdocs billing system and applied to customer account and payments registration in financial books. Processes related to handling and processing of customer payments via all channels (from Customer Pays to Payment Processing). This scenario describes all manual and automated processes that relate to the Customer Pays and includes processes performed both during and before the Payment Processing.

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Business Transformation for VEL INDIA Billing Operations

Processes related to handling and processing of Write Off (Inactive Accounts). Write-Off activity is used when an accounts unpaid amounts O o areci eP s P i Ac u t f fI ano longer collectable. f n tv o t ad c o n

E p r C so e x loe ut mr Ne s ed

W eO r - f it f

Po e sB t h P r c s ac /A I Rq e t e us

W eO B t h P r - f ac /A I it f

The scenario comprises the following business processes: Write Off The process refers to the steps required to write off the account being written off and the amount is settled. It is usually an enterprise decision which is managed by finance team. Write Off Batch/API The process refers to the steps required to write off in Batch/API mode. The account being written off and the amount is settled. It is usually an enterprise decision which is managed by finance team.

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Business Transformation for VEL INDIA Billing Operations

7.

DATA /INFORMATION COLLECTION

The sources of information are below documents: AS IS TO BE mapping matrixthis document presented the existing processes used by client for Customer Pays scenarios and also the proposed processes to be implemented by Amdocs. Scoping Report Customer Managementthis document provided us with Scoping items to be included for Customer Management. Scoping Report AR-- This document provided us with Scoping items to be included for Amdocs Receivable. Customer Pays scenarios mainly fall under Amdocs receivable. High Level Design AR-- The purpose of this document is to define and describe the high-level design (HLD) of the Accounts Receivable application of client implementation. High Level Design CM-SRM--The purpose of this document is to define and describe the High-Level Design (HLD) of full billing profile creation and management; customer, account, billing arrangement, pay channel, subscribers, and offer for the client. Target Business Process Documentthis document provided with the proposed changes for customer pays scenarios for billing operations.

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Business Transformation for VEL INDIA Billing Operations

8.

SCOPE OF WORK

The contents of this project document, including the ARIS process flows provided separately, provide a sample set of critical target business processes that are impacted by the new system and were selected based on following prioritization criteria: High Impact on customer experience Pareto processes most common processes Representation of different interaction channels

Representation of Back-end Business Processes for Customer Pays (AR) scenarios in the customer life cycle

Processes related to handling and processing of customer payments in different channels


CP -Customer Pays - for All Products - via CC CP - Customer Pays FE- E2E flow- Write Off CP - Customer Pays FE- E2E flow- Write Off Batch/API

Processes related to handling and processing of customer payments via all channels (from Customer Pays to Payment Processing).This scenario describes all manual and automated processes that relate to the Customer Pays and includes processes performed both during and before the Payment Processing.

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Business Transformation for VEL INDIA Billing Operations Processes related to handling and processing of Write Off (Inactive Accounts). Write-Off activity is used when an accounts unpaid amounts are no longer collectable.

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Business Transformation for VEL INDIA Billing Operations

9.

DATA ANALYSIS AND INTERPRETATION


Level C Post Paid Customer Pays via CC The objective of this process is to define the scenario where the post paid customer pays his due amount which he has consumed in a form of services.

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Business Transformation for VEL INDIA Billing Operations

Process Trigger: Explore Customer Needs Capture, Finalize and Deliver Order Manage Bill Information Request
Change Product/Service Status

Applications: Amdocs Accounts Receivable, Amdocs Invoicing, Amdocs Collections, SMSC, SAP/Oracle Financial Flow Description:The trigger for this process is when a customer decides to pay for the post paid services that he has used from his mobile service provider or a deposit payment if it is required by this type of service. There are three types of payment and it is determined if it is a specific invoice type payment or a type of global payment (not related to specific invoice) or a deposit type payment. If it is a Payment to specific Invoice then the Invoice/Payment is selected and viewed information is fetched from AR Online and Invoicing. In case it is a Deposit Payment then AR online captures selected deposit type. The payment amount is defined and the pay mean type is determined while all the eligible pay mean types are fetched from the AR Online. After selecting the pay mean type the CC details or the ad hoc payment details are typed in. Payment methods can be: Cash Check Credit Card Direct Debit ITZ Cash Card

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Business Transformation for VEL INDIA Billing Operations Payment Voucher

The payment date is set and it is determined if the payment is to be applied. In case of a batch payment using AR Online is made, the payment is saved and the batch payment request is viewed using AR Online. The payment is submitted and the details are captured in AR Online. After the payment is made a receipt is issued to the customer and it is determined if the customer has any other request to be served. The payment could be of two types; , either it could be Deposit or payment type. AR updates account balance, updates GL and creates a memo. Also SMS file is created by AR and is taken care by SMSC so the customer is notified that the payment was successfully created. After the payment is made and a receipt is issued to the customer it is determined if the customer has any other request to be served. CNCS is updated with the deposit and account balance details and based on deposit amount CNCS can update the credit limit.

Level C Post Paid Payment Processing The objective of this process is to collect payment files (from various sources), check the payments and post payments into the customer accounts or exception control accounts (ECA). The process refers to the Collection of all payments and deposits made by the customer using AR online or front end. Process Trigger: Billing cycle run finish for direct debit request creation Payment/feedback files arrival to be processed. Customer complaints regarding missing payments.
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Applications: Amdocs Accounts Receivable Online, External MIS,OSS APPS,CC Company, BANK, Amdocs Collections,SMSC,SAP/Oracle Financial

Flow Description:-The Payment processing flow describes following processes: Direct debit request generation and sending to Bank/Credit Card Company. Receiving and processing of a payment and DD feedback files. Direct debit handling: After bill cycle run, on DD extract date and based on the inputs from invoicing, AR creates a direct debit extract to be sent to Bank/Credit Card Company. While creating the extract AR considers minimal threshold for DD creation. The DD file is loaded to External application. The file is sent to Bank/Credit Card Company through OSS APPS by creating the extract AR creates a payment on customers accounts. Since AR is working in positive mode the payment are made prior to confirmation arriving from Bank/Credit Card Company. On payment creation, AR updates account balance, updates GL and creates a memo. SMS file is created by AR and is taken care by SMSC so the customer is notified that the payment was created. Later on in case the payment will be rejected by the bank AR will create payment back out on which the customer will be also notified. After the Direct debit extract files are processed by the Bank/Credit Card company- a feedback file arrives to AR through OSS APPS. This feedback file is processed to unified format and validated as a correct file. AR processes every record in feedback file and analyzes the results. In case the record indicates payment approval- no action is taken since the payment was already registered in the system. In case the payment is rejected, AR reverses the payment; updates account balance updates GL and creates a memo for backed out payment. Also SMS file is created by AR and is taken care by SMSC so the customer is notified that the payment was
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Business Transformation for VEL INDIA Billing Operations reversed. From time to time AR provides extract to CNCS with account balance data and can process which customers are subjected for collection.

Payment files handling (payment collection): After Customer performed a payment through one of the pay channels; a payment file is created and sent through OSS APPS to AR. This payment file is processed to unified format and validated as a correct file. AR processes every record in payment file, identifying the accounts that need to be updated as a result. In case, one of the payment validations fails (invoice or account number are wrong), then the payment will be posted to a special account (ECA). ECA - Exception Control Account maintains payments that were received and posted by AR, but for which customer accounts could not be identified (unidentified payments). Payments are transferred to the correct customer accounts when they are identified. In case the record related account is identified, AR updates account balance, updates GL and creates a memo. Also SMS file is created by AR and is taken care by SMSC so the customer is notified that the payment was successfully updated. From time to time AR provides extract to CNCS with account balance data and can process which customers are subjected for collection. Financial department team can review the ECA records and after identifying the correct account, a fund transfer is done from ECA to customer account. AR updates account balance and creates a memo. Also SMS file is created by AR and is taken care by SMSC so the customer is notified that the payment was successfully created. From time to time AR provides extract to CNCS with account balance data and can process which customers are subjected for collection.
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Business Transformation for VEL INDIA Billing Operations

Main KPIs

KPI Name

KPI Description

Measurement Unit

Benchmark Leaders Real time Common

Average time for notification of payment to application customers records Percentage of misallocated payment Time for rejected payment feedback notification

Average time taken to apply payments to the customers' billing records

Minutes

Real time

1.86

% of misallocated payment due to mistake The average time to get feedback regarding rejected payment/ per payment method

Percentage

0.05

0.08

Days

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Business Transformation for VEL INDIA Billing Operations

Level C Write off The objective of this process is to define the scenario where the post paid customer has not paid his due amount and the account is idle for a certain period of time and Finance team wants to write off the account.

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Business Transformation for VEL INDIA Billing Operations

Process Trigger: After a certain period of time when the customer is inactive by the Finance department. Applications: Amdocs Accounts Receivable Online, Amdocs Collections,SMSC,SAP/Oracle Financial

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Business Transformation for VEL INDIA Billing Operations

Flow Description:-After a certain period of time in which customers account is inactive and there is an amount which is yet to be paid from the customer then the finance team triggers this process. The Finance team selects and view the Account details from the present account profile in AR. The write off details are entered by the finance team and the request is submitted. At AR, the write off is created the account is then set to written-off. Also a memo is created and a GL is created on transaction. The Enterprise Control Financial Report is generated after the process is over.

Level C Write Off Batch/API The objective of this process is to define the scenario where the post paid customer has not paid his due amount and the account is idle for a certain period of time and Finance team wants to write off the account. It is same as the Write Off but it is the system le activity.
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Business Transformation for VEL INDIA Billing Operations

Process Trigger: After a certain period of time when the customer is inactive by the Finance department. Applications: Amdocs Accounts Receivable Online, Amdocs Collections,SMSC,SAP/Oracle Financial

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Business Transformation for VEL INDIA Billing Operations

Flow Description:-The Finance team selects and view the Account details from the present account profile in AR. The write off details are entered by the finance tam and the request is submitted. At AR the write off is created .The account is then set to written-off. Also a memo is created and a GL is created on transaction. The Enterprise Control Financial Report is generated after the process is over.

Benefits of Business Transformation:

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Problem/GAP Taking the assumption of payment confirmation and on time payment allocation, systems reflect the customers point of view of activities rather than an operational point of view Streamline process across different channels. Improve customer Telco perspective by making the use of services as simple as possible for the customer To Be Optimistic / Pessimistic approach Reliability of customer information per customer perspective Delay collection Treatment Benefit Increase customer trust with Telco Save collection operational cost Encourage customers to enjoy and use provided services as much as possible

Reduce number of front end systems used for payment capturing Reduce number of systems used as payment gateway.

Streamline process across different channels For user - Using the same front line system for payment capturing For customer possibility to pay using diverse payment means, no matter what is the payment channel

Increase customer experience by providing more flexibility of payment channels and means Reduction in operational cost (by reducing number of system used) Reduces agents training time

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10.
10.1.

RECOMMENDATION
Cross Scenario Best Practices
Streamline process across different channels.Streamlined processes across different channels impacts the following areas: User experience - Using the same front line system for payment capturing and handling as for other customer care activity. One application is responsible for display of customer information and management of the request (e.g., CM online).
Operational cost reducing the number of systems used

(i.e., front line systems) reduces agents training time, reduce operational cost as well as shortening the average handling time.
Customer experience per customer point of view, a

streamlined process provides the possibility to pay using diverse payment means, no matter what is the payment channel. This recommendation is particularly relevant for payment via credit card, which is available in Vel India today only via the Self Service (web).

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Cross Scenario Elements Main KPIs KPI Name KPI Description Measure ment Unit Benchmark Leader Commo s n

DSO (days sales outstanding) / Payment float time Cost of Billing from total revenue

Sum of charges in Days outstanding invoices divided by average amount invoiced per day. Cost of billing, payment processing and handling as a percentage of revenue

32

Percentag 0.23 e

1.81

10.2.

Best Practices -Payment Processing - Level C

Interaction handling As a best practice approach, customer contacts with the CSP should be captured and documented. All customer service representatives among throughout all channels of the organization should have a 360 view of customer interactions. This provides an increase in customer satisfaction when handing over of requests as well as when presenting real time information.
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Business Transformation for VEL INDIA Billing Operations

11.

CONCLUSION

During the program of study I learnt the fundamental aspects of the Business process management (BPM) which is a management approach focused on aligning all aspects of an organization with the wants and needs of clients. It is a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology. Business process management attempts to improve processes continuously. It could therefore be described as a "process optimization." Also the project main objective was Business transformation for billing operations in the area of Customer Pays Processes. Business transformation was done by changing below:

Changing appearance - by improving services to customers Changing shape by review and reappraisal of what a business should do, by working with partners and by making better use of all types of resources Changing form by improving the way the business works, and embraces new organizational structures, skills, processes and technology. Amdocs Billing system was recommended and used effectively for bringing this transformation for Vel India

Successfully analyzed Business Process Flow for Customer Pays Scenarios for Billing Operations along with suggestions for operation improvement and gap analysis between AS IS and To Be processes.

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12.

BIBLIOGRAPHY

AS IS TO BE mapping matrix

ARIS BP Customer Pays

Target Business Processes V3_5


Vel India- Phase 1 - Scoping Report Customer Management Vel India-Phase 1 - Scoping Report AR Vel India- Phase 1 High Le Design AR Vel India-Phase1 High Le Design CM-SRM Vel India-Phase1 Accounts Receivable - Batch Activities HLD

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