1. MSO/Telco Convergence: Changing Front Office Dynamics
Mark Jacobs, Regional VP, NASA CRM Sales
Chris Bauschka, Industry Director, Communications

2. Agenda Cable and Telco Market Dynamics Channel Transformation
Self Service & Retail
Commercial Sales
Contact Center

3. Thanks for being here! Mark Jacobs – RVP - Comms – CRM – NASA Mission
To grow with our Partner’s in these accounts for repeatable, definable success and revenue!
Health or our Business – Going Strong and growing!
Our pipeline is your pipeline! Quadrupled in 2 years!
Our joint Customers – Cox, Comcast, ATT & Verizon, others too.
Where we are seeing Solution traction in CRM
Every effort in Comms currently employ’s joint efforts with our CGBU & ERP teams.
Cox Model is a repeatable event.
Loyalty Programs - to push customers to take advantage of cost saving systems that have been deployed.

4. Nature of Competition Shifting
Yesterday
Today
Product Line
Bundle
Call Center Optimization
Channel Optimization
Mass Market Selling
Relationship/Targeted Selling
Extend Existing Services
Launch New Services
CLECs, MVNOs
Google, Clearwire, Vonage, Broadband Content

5. Cable-Telco Convergence
Wireless
Verizon
Verizon Files First Application Under New Jersey’s New Pro-Consumer Video Franchise Law (11/2/06)
2.1MM potential subs in 316 communities
Verizon has 118K FiOS TV subs 147K FiOS broadband subs with less than a year in the market
FiOS TV has 20 HD channels, nearly 200 digital channels, 3000 title VOD library
Verizon, which launched FiOS TV just a year ago in Texas, currently offers the service in parts of California, Florida, Maryland, Massachusetts, New York, Texas and Virginia.
State and National Franchising legislation will greatly hasten Verizon’s penetration rate
Commercial Services
Cox Business Services grew customer base by 28% over the past year
Cox is targeting $1B revenue for business services by 2010
Wireless
SpectrumCo cable consortium bought 137 wireless spectrum licenses for $2.37B; national footprint
Commercial Services
IPTV and Fiber Build-Out

6. Business Change Drives IT Change Example: Commercial Services Requirements
Robust Sales Force Automation for Direct Sales force
Support for complex Account Hierarchies
Contract Based Incentive Compensation
The ability to quote – approve – contract – order complex commercial offerings
Flow-through provisioning and asset management
Non-Standard bid support for Network build-out and custom solution creation
Enterprise grade customer service
Billing Flexibility
Customer Self-Care
Analytics Capabilities across all functions of Sales and Service

7. IT Transformation Parallels Business Transformation
Today’s Core BSS/OSS
Tomorrow’s Core BSS/OSS
Goal: Fixed approach to specific services
Goal: Adapt to changing business needs
Contact Center
Order Capture
Billing
Provisioning
Workforce Mgt
Inventory Mgt
Cable
Billing System
Front Office
Workforce Mgt
Cable
SOA
Supply Chain
Provisioning
Web
Billing
Provisioning
Rating
Commercial
Challenges
Benefits
Support for new services
Time to market
Integration
Cost
Flexibility
Bundling and n-Play
Multiple systems across services/ divisions
N-Play platform: support all services, divisions, customers
Launch and modify services quickly
Launch new offers quickly
Open and flexible integration
Lower cost

8. Siebel CRM in Oracle Communications
Operational, Analytical, Social
Complete, Open, Integrated
Modular channel applications
SOA services
Common CRM Platform across channels
Communications Grade
Convergent: N-Play, Consumer & Business
Siebel Customer Relationship Management
Sales
Call Center
Partner
eCommerce
eSupport
Marketing
Loyalty
Customer Order Mgmt
Field Service
eBilling
Order
to Bill
Agent
Assisted
Billing
Care
Self Service
Order to
Activate
Master
Data
Mgmt
Revenue
Accounting
Prebuilt BSS/OSS Integration
Billing and Revenue
Management
Order
Management
Enterprise Management
Service
Management
Master Data Management 8

9. Agenda Cable and Telco Market Dynamics Channel Transformation
Format: Challenges-Approach-Go to Market-Customer Examples
Self Service & Retail
Commercial Sales
Contact Center

10. Self Service & Alternate Channel Goals
Stakeholder
Goals
Customer
Get better convenience
Do more online
Product Management and Marketing
Create more targeted offers; shift to relationship marketing
React faster to competitive offers
IT & Channel Management
Improve web adoption and shift calls to lower cost channels
Drive efficiency and cost benefits in web channel and front office administration
Deploy faster at less cost

11. eCommerce and Product Catalog Approach
Strategy Elements
Existing systems unable to directly support web and alternative channels – product mgt, order capture, etc.
Supplement existing BSS/OSS with channel-facing product catalog and eCommerce
Extend catalog use to other channels, services, divisions
eCommerce
Dealer
Retail
Product Catalog
Legacy Order
Legacy Billing

12. Selling Self Service to Prospects
Capability
Benefit
1. Flexible UI Configuration
Marketing can tailor portal as needed
2. Flexible Product Modeling
Faster time to market
Enable product mgrs and marketers to configure products and offers
Cost benefit to IT
3. Powerful product and pricing rules
Tie offers and eligibility to customer attributes for targeted marketing
4. Web service enabled ordering
Central sales catalog
Configure products and offers once across multiple channels
Cost benefit through reduced customization and redundancy
5. Prebuilt AIA Integration
Accelerate integration to Billing & OSS components; lower cost deployment
Extensible and upgradeable
6. Proven solution across Tier 1 Communications
Low risk approach
7. Productized, Upgradeable Approach
Deploy faster at less cost
Easier to maintain and upgrade

13. Holistic Retail Strategy
Oracle provides the only comprehensive retail solution for Communications
Oracle enables product managers to configure retail and other channels centrally
Productized integrations to back office
Cash Settlement and Cash Drawer
Application launch pad
Store reporting
Retail POS
Sales
Returns/Exchanges
Siebel
Launched from POS
Account Mgt and Order Capture
Retail Clerk
Order to Cash PIP
Order to Bill PIP
Inventory Mgt
Replenishment
Transfers
Provisioning
Billing
EBS
BSS/OSS Stack
Store inventory management
Physical fulfillment
Inventory replenishment

14. Self Service and Retail Go to Market
Characteristics of Prospects
Channels apps are disconnected from BSS (separate order, product mgt)
Channels apps are customized and difficult to maintain
Dissatisfied with self service adoption
Consumer market (wireless, n-play)
Rapid service/offer changes: business pressure on IT to improve
Good entry point for non-Siebel customer
Initial sale on value of self-service/alternate channel capability
Expand to other channels, front office functions

15. Cox Communications Siebel eCommerce and Oracle Retail
Business Challenges
Support their “Quad Play” bundle – TV, Internet, Phone, and Wireless
Support their eMergence initiative of consolidating 21 separate eCommerce instances
Move 15% of their call center orders to the web
Streamline administration of the web channel
Functional Requirements
Be able to sell products and services either a-la-carte or bundled
Provide personalized, targeted content to the customer, including promotions and other marketing content
Tailor shopping experience based on customer’s profile
Common product catalog for eCommerce quad-play and wireless BSS
Quad Play
Technical Requirements
Integrate to their back office BSS - Convergys
Support a J2EE / SOA architecture based on Oracle WebLogic portal
Web-based configuration with externalized business logic
Cox Communications recently selected Siebel eCommerce for their eCommerce quad-play and wireless BSS initiatives. Back in January of this year the FCC auction blocks of 700 mhz Spectrum frequency band. Cox acquired several A and B blocks. They contracted with a Chinese firm to help build a wireless network. Cox currently has a three-play bundle consisting of TV, Data, and Phone; they’re agressively pursuing a quad-play with by adding wireless capabilities.
Cox wanted to continue using their existing Convergys application for billing and product catalog similar to how Rodgers wants to continue using AmDocs. Cox has 21 separate eCommerce sites based on a geographical region. Each commerce site maintains a separate catalog and pulls the baseline product information from Convergys. Each site administrator then maintains a separate set of overrides for unique for their geographical region.

16. Agenda Cable and Telco Market Dynamics Channel Transformation
Self Service & Retail
Commercial Sales
Contact Center

17. Commercial Sales Challenges
Stakeholder
Challenges
Sales
Coordination across sales, delivery, and service
Quote creation and approval process
Order handoffs
Lead routing
Commercial Business Management
Pipeline analysis
Managing larger accounts across sales teams
Customer service IT
Manual/Non-standard processes for Commercial
Pressure from commercial business to improve system support

18. Commercial Services Approach
Strategy Elements
Existing systems have significant gaps regarding commercial services support
Specific BSS platform deployed for the commercial business
Single sales desktop for pipeline and quote/order/contract mgt
Account information shared across sales/delivery/service
eCommerce
Direct Sales
Customer Care
Channel Sales
Product Catalog
Legacy Order
Provisioning OR
Legacy Billing
Billing

19. Commercial Services Go to Market
Characteristics of Prospects
Immature commercial services business
Aggressive schedule for service rollouts
High dependency on point solutions (SFDC, etc.)
Significant functional gaps (account mgt, order mgt, etc.)
Limited integration to billing and provisioning
Business pressure on IT for better systems
Good entry point for non-Siebel customer
Superior solution for commercial compared to existing consumer systems
Prove commercial success; expand to consumer

20. Agenda Cable and Telco Market Dynamics Channel Transformation
Self Service & Retail
Commercial Sales
Contact Center

21. The Contact Center Renaissance
Several factors are driving more interest in CRM/Contact Center Transformation:
Commercial services maturity requiring complete solution
New service launches and new market entrants (wireless, video, voice) requiring core CRM
Large number of late CRM adopters moving from legacy systems
Deregulation and competition driving focus on efficiency and time to market
Recession brings focus on cost savings and call center consolidation
Prospects want systems with open, flexible integration
Similar dynamics in Europe drove very high Oracle CRM penetration in tier 1 communications accounts

22. Approach #1: Launch New Services on New Platform
Strategy Elements
New service (i.e. wireless, commercial services) has many requirements not supported by existing systems
Launch next generation platform to support new service
Minimize legacy impact; 1 bill to the customer
Migrate other services over time as needed
Legacy Order
New CRM
Rating
& Billing
Order Mgt &
Provisioning
Legacy Billing
Common Supply Chain, Financials

23. Approach #2: Migration to new CRM or BSS Platform
Strategy Elements
Need for cost savings, time to market improvement, and new business requirements drive selection of new core CRM and/or BSS/OSS platform
Migration accomplished through geography/division sequence
New platform manages all services for all customers

24. Contact Center/CRM Go to Market
Characteristics of Prospects
Many agent desktop systems
You need to know the customer location, customer type, service, and question to know the right system to use
Customer uses the billing application on the agent desktop
Core agent desktop is 20+ years old and/or a custom application
There is no CRM system, or CRM system manages contacts only
Customer service mgt thanks you for talking to them
Difficult to adapt systems quickly for service or marketing changes
Expensive and lengthy agent training required
Agents must memorize hundreds of codes to order products
Front office and/or billing integration is challenging/impossible
Customer experiencing recent step change in competition