http://tmng.comRSS feeds for TMNG60http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/566/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=566http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=566&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/566/Default.aspx Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A Leading Service Provider Engages TMNG Global to Eliminate Revenue Leakage in Their Consolidated Network Challenge Service providers accustomed to reliable revenue performance based on long-standing practices in tracking and billing for usage-based account activity find their traditional methods are inadequate when they attempt to consolidate operations with newly-acquired entities or when their networks are upgraded to support more advanced services such as IP-based voice and data. For example, the fact that new methods are needed in order to properly account for usage when new network components are introduced may not be recognized by operations personnel unaccustomed to integrating such components into the overall revenue assurance system.Heather ChettiarThu, 26 Aug 2010 21:07:00 GMTf1397696-738c-4295-afcd-943feb885714:566http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/557/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=557http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=557&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/557/Default.aspxThe merger of several CLECs resulted in an OSS/BSS environment comprising eleven separate order entry tools, five OSS systems and four customer billing systems.  TMNG Global was retained to help navigate the client through needed system and process consolidation essential to deliver efficient operations, next generation products and best-in-class service.  Heather ChettiarFri, 02 Jul 2010 20:41:00 GMTf1397696-738c-4295-afcd-943feb885714:557http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/556/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=556http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=556&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/556/Default.aspx Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Secondary and primary qualitative research had already shown our client, a leading wireless service provider, that that a Summary Invoice would be well-received by its consumer, SOHOs and Small/Medium Business clients.  TMNG Global had also tested and validated those findings with quantitative research.  Now the company asked TMNG to develop and execute a strategy to launch the summary invoice and develop specific programs by market segment to drive adoption. Heather ChettiarFri, 02 Jul 2010 20:30:00 GMTf1397696-738c-4295-afcd-943feb885714:556http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/544/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=544http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=544&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/544/Default.aspx Normal 0 false false false MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} Secondary and primary qualitative research had already shown our client, a leading wireless service provider, that that a Summary Invoice would be well-received by its consumer, SOHOs and Small/Medium Business clients.  TMNG Global had also tested and validated those findings with quantitative research.  Now the company asked TMNG to develop and execute a strategy to launch the summary invoice and develop specific programs by market segment to drive adoption. Heather ChettiarWed, 10 Feb 2010 21:17:00 GMTf1397696-738c-4295-afcd-943feb885714:544http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/533/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=533http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=533&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/533/Default.aspxCartesian Partners with a Leading European OSS Provider to Deliver Best-of-Breed Solutions A major European cable company has adopted an approach to meeting new mediation and revenue assurance challenges that serves to confirm the benefits of a joint solutions strategy now on offer from TMNG Global’s Cartesian subsidiary and their partner, a leading European independent OSS supplierHeather ChettiarThu, 22 Oct 2009 16:22:00 GMTf1397696-738c-4295-afcd-943feb885714:533http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/521/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=521http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=521&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/521/Default.aspxA Tier 1 global communications service provider, with assistance of TMNG Global experts, has made great progress in assessing the staffing requirements that come with consolidating operations support across a geographically diverse multi-service footprint. Like many telecoms worldwide, the company has been working toward  integrated operations in the wake of acquiring several other telecommunications-based companies over the past decade. At the same time, the expansion of the company’s service portfolio and the desire to integrate all service operations as much as possible has added further complexities to the consolidation agenda. Mon, 08 Jun 2009 20:49:00 GMTf1397696-738c-4295-afcd-943feb885714:521http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/517/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=517http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=517&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/517/Default.aspxA leading international communications service provider wished to support their mass and large business segments with an improved online bill payment and reporting experience. Their customers’ acceptance of online billing was in the 25-35% range for businesses of some size, and much closer to zero for small businesses. The client wished to push those penetrations to higher ranges. Thus, for this client, the question was not whether to upgrade their online billing offerings, but how to best make it happen. As TMNG Global had recently successfully concluded a similar project for the client’s consumer segment, they asked the firm for help on this initiative as well. Mon, 11 May 2009 15:32:00 GMTf1397696-738c-4295-afcd-943feb885714:517http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/496/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=496http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=496&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/496/Default.aspxA leading cable MSO was experiencing serious impediments to progress with its voice rollouts due to a local exchange wholesale supplier’s inability to execute expeditiously on its commitments to provisioning services to the MSO’s customers. It decided to replace its existing provider of landline interconnectivity with a new Tier 1 service provider and a contract that imposed serious financial penalties it if failed to meet contracted targets. With tens of millions of dollars in potential penalties at stake, the new service provider’s executive management concluded that outside expertise would be needed to assure execution on all of the steps essential to meeting those targets. The communications service provider selected TMNG Global to provide that expertise. Tue, 10 Feb 2009 22:22:00 GMTf1397696-738c-4295-afcd-943feb885714:496http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/428/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=428http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=428&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/428/Default.aspxA nationwide broadband network provider was preparing to change its name and move its headquarters from the west coast to the east coast. As part of the transition plan, the client’s data center would relocate from its current location to the new headquarters, but the IT support staff would not be. Thu, 14 Feb 2008 16:43:00 GMTf1397696-738c-4295-afcd-943feb885714:428http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/415/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=415http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=415&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/415/Default.aspxThe Managed Network Services organization of a leading wireless service provider launched a major initiative to examine and restructure the way their Managed Network Services were sold, delivered and supported. They believed that their existing business and organizational models, processes and support structures and systems were inefficient, might not scale, and may not be capable of accelerating the sales of “services” and supporting growth that would more than double their existing business and become a $1B line of business. Tue, 18 Dec 2007 21:09:00 GMTf1397696-738c-4295-afcd-943feb885714:415http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/387/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=387http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=387&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/387/Default.aspxFor most associations, future success, or even survival, will depend on their ability to leverage technology in order to enhance, extend and personalize their members’ experience. Wed, 17 Oct 2007 14:20:00 GMTf1397696-738c-4295-afcd-943feb885714:387http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/372/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=372http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=372&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/372/Default.aspxDuring a time when telecom spending in North America outpaced revenue, money was plentiful and there was little pressure for companies to limit investment. Once the communications industry entered its severe downturn, however, both outside investors and service providers began to take a more restrictive view of capital spending. The client, a major ILEC, asked TMNG Global to evaluate strategic product deployment options and identify additional capital reductions without damaging the company’s growth prospects. Fri, 28 Sep 2007 20:58:00 GMTf1397696-738c-4295-afcd-943feb885714:372http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/371/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=371http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=371&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/371/Default.aspxThe client, like other local exchange carriers, was seeing a dramatic reduction in access line growth, driven by several forces: Economic factors Competitive bypass Wireless substitution effects   Fri, 28 Sep 2007 20:43:00 GMTf1397696-738c-4295-afcd-943feb885714:371http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/370/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=370http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=370&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/370/Default.aspxA nationwide broadband network provider was in the process of lighting its new fiber route from Houston to Jacksonville and needed to be able to have management visibility into network operation and customer provisioning. Fri, 28 Sep 2007 20:12:00 GMTf1397696-738c-4295-afcd-943feb885714:370http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/368/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=368http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=368&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/368/Default.aspxA leading broadband provider had been rolling out DSL on both the wholesale and retail level. Separate organizations were responsible for wholesale and for retail, with the retail group buying services from the wholesale group, which also provided DSL to other ISPs. Fri, 28 Sep 2007 19:05:00 GMTf1397696-738c-4295-afcd-943feb885714:368http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/367/Default.aspx#Comments1http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=367http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=367&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/367/Default.aspxThe client planned to raise its consumer DSL prices in order to cover costs more effectively and to demonstrate to Wall Street that DSL could prove profitable. At the same time, competitors offering cable modem service threatened the client’s DSL business. Fri, 28 Sep 2007 18:32:00 GMTf1397696-738c-4295-afcd-943feb885714:367http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/366/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=366http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=366&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/366/Default.aspxOur client, a leading broadband provider, was building wireless base stations and terminals employing an advanced wireless access technology that could dramatically improve both the services provided by the network and the financial results for that network. Fri, 28 Sep 2007 15:55:00 GMTf1397696-738c-4295-afcd-943feb885714:366http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/363/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=363http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=363&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/363/Default.aspxA major international communications service provider was pursuing a consumer online billing initiative to enhance electronic bill presentment and payment and customer self-care. Their primary objective was to increase online billing adoption from their current level of 5% to 30% or more in five years, which they believed would deliver substantial cost savings with the added economic benefit of retention and potential up-sell opportunities. TMNG NewsFri, 07 Sep 2007 13:02:00 GMTf1397696-738c-4295-afcd-943feb885714:363http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/364/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=364http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=364&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/364/Default.aspxA leading communications service provider launched an initiative to establish a Self-Service Strategy Organization in order to develop and implement its self-service capabilities. The goals of this cross-functional organization include determining the over-arching strategy for interactions between customers and the provider, and guiding the associated development and implementation efforts. This organization was to evaluate business unit requests and prioritize needs on the basis of revenue impact, operational efficiency and customer satisfaction.TMNG NewsThu, 06 Sep 2007 13:07:00 GMTf1397696-738c-4295-afcd-943feb885714:364http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/352/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=352http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=352&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/352/Default.aspxThe client, a communications service provider, did not have a comprehensive audit program or structured processes in place to deal with monthly billings from vendors that totaled approximately $1.2 million. As a result, service bills were paid without review. In addition, the client did not utilize electronic billing formats and was inundated with paper bills. Although the client had purchased a basic audit program, it only served to reformat electronic bills for inclusion into the billing system for call detail records. Additionally, the client had never terminated any service with its service providers and they were thus incurring significant costs for canceled customers.Josephine UkpomaFri, 24 Aug 2007 15:49:00 GMTf1397696-738c-4295-afcd-943feb885714:352http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/351/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=351http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=351&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/351/Default.aspxTMNG Global was asked to determine the viability of introducing an Account Spending Limit (ASL) service to a wireless carrier’s clients. To conduct an effective analysis, it was necessary to understand the market dynamics, cross-elasticity with current offerings, revenue potential, sensitivity of the spending limit, and the market segment to be addressed. Josephine UkpomaFri, 24 Aug 2007 15:26:00 GMTf1397696-738c-4295-afcd-943feb885714:351http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/350/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=350http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=350&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/350/Default.aspxThe client had sponsored an annual conference for a number of years. In the previous year, an event planner had taken 10 months and a budget of $1 million to orchestrate the conference. This year, the client cut the budget to $600,000 and the planning time to an in-house effort of five weeks. The client asked TMNG Global to plan a new award ceremony for outstanding marketing campaigns, giving awards in three categories—best online, best email, and best multi-channel—and to attract sponsors to offset the costs of the conference. Josephine UkpomaFri, 24 Aug 2007 14:04:00 GMTf1397696-738c-4295-afcd-943feb885714:350http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/349/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=349http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=349&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/349/Default.aspxThe client had primarily marketed to the small, medium, and enterprise business segments. In search of growth opportunities and enhanced market penetration, the client asked TMNG Global to provide a fast-tracked marketing plan for the consumer market segment that would lead to long term financial success. The assignment consisted of two phases: Phase I, identifying the scope of the “consumer/personal” communications users’ market, and, Phase II, defining a long-term strategy to compete in this market segment. Josephine UkpomaFri, 24 Aug 2007 13:55:00 GMTf1397696-738c-4295-afcd-943feb885714:349http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/345/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=345http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=345&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/345/Default.aspxOur client, a dominant cellular service provider in a Caribbean island nation, wanted to lead the process of liberalization as telecommunications’ regulations were changing in that region. The company needed to understand how well it was positioned to compete with the incumbent wireline provider in terms of capabilities and products. The client was aware that its lobbying efforts could precipitate a mandate from the Government that the company become a full-service provider immediately. To that end, the client also needed to anticipate the increased level of activity and necessary capital expenditures.  TMNG Global was commissioned to spearhead the analysis process to determine the viability of the client becoming a market leader within an imminent de-regulated environment. Fri, 17 Aug 2007 19:51:00 GMTf1397696-738c-4295-afcd-943feb885714:345http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/344/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=344http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=344&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/344/Default.aspxThe client, a content provider for business web sites, needed to build awareness about content management and its capabilities as a market leader. TMNG Global was engaged to help prepare the client for an upcoming trade show by revamping their existing communications materials. Fri, 17 Aug 2007 19:38:00 GMTf1397696-738c-4295-afcd-943feb885714:344http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/342/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=342http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=342&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/342/Default.aspxA leading communications service provider’s regional product management groups were the primary conduit for the exchange of information between regional sales forces and the product management team at corporate headquarters. The regional product management groups were responsible for launching new products and supporting previously launched products within the region; while the product management team at headquarters managed product life cycles.  Fri, 17 Aug 2007 19:10:00 GMTf1397696-738c-4295-afcd-943feb885714:342http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/341/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=341http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=341&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/341/Default.aspxAn international GSM and long distance carrier needed a customer care front-end system to integrate its multiple systems into one main customer database.  In order to choose and implement a new system, the client needed TMNG Global to serve as program manager to direct the activities and lead a team from vendor selection through implementation. Fri, 17 Aug 2007 18:57:00 GMTf1397696-738c-4295-afcd-943feb885714:341http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/340/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=340http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=340&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/340/Default.aspxThe client, a large commercial satellite telecommunications carrier, was in a transitional state. Privatization of this former governmental organization was exposing the company to competition for the first time. Proliferation and the low costs of fiber optics were threatening the satellite communications market. New business line segmentation forced the company to target segments not previously addressed by the company’s wholesale business model. The client sought help from TMNG Global Marketing in three areas: 1) developing next year's marketing plan; 2) isolate target customers and 3) develop new customer penetration plans.   Thu, 16 Aug 2007 20:49:00 GMTf1397696-738c-4295-afcd-943feb885714:340http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/339/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=339http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=339&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/339/Default.aspxFacing the significant challenge of a declining market share, our client, asked a TMNG Global team to implement a strategy to penetrate the competitors’ customer base in order to win back former customers. Thu, 16 Aug 2007 20:36:00 GMTf1397696-738c-4295-afcd-943feb885714:339http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/338/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=338http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=338&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/338/Default.aspxA leading U. S. communications service provider needed to address growing customer dissatisfaction and costly rework associated with inaccurate bills. By capturing necessary billing data and issuing the bill in an accurate and timely fashion, the service provider anticipated a marked improvement in customer satisfaction and payments made on line. They established a major initiative to design a new customer experience-driven invoicing and payment requirements framework. Josephine UkpomaWed, 15 Aug 2007 18:37:00 GMTf1397696-738c-4295-afcd-943feb885714:338http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/334/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=334http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=334&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/334/Default.aspxThis project demonstrated how important a complete benchmarking system can be to even the best performing companies, including software developers. Too often, companies base their assessments of performance on how close they come to meeting the product goals set forth in the original plan with no full understanding of the ways in which they could improve efficiency and reduce or eliminate costly corrections. Extending internal benchmarking to comparative analysis through involvement of peer companies serves to ensure an even more rigorous adherence to excellence in program management. Fri, 10 Aug 2007 16:24:00 GMTf1397696-738c-4295-afcd-943feb885714:334http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/331/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=331http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=331&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/331/Default.aspxA Fortune 500 company with primary business in the mailing and document handling industry wanted to look into a new business opportunity involving the collection and remission of sales taxes, an extension of the company’s existing postage payment and funds handling process. The company had become involved in recent state government initiatives to collect remote sales taxes, and in the process the client identified a possible commercial business opportunity in the provision of a sales tax compliance system. TMNG Global was asked to assess the viability of the opportunity and develop new products and marketing strategies to address it.Josephine UkpomaTue, 07 Aug 2007 18:04:00 GMTf1397696-738c-4295-afcd-943feb885714:331http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/330/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=330http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=330&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/330/Default.aspxA leading CLEC was in financial difficulty as its current business model was proving to be a severe drain on capital. It was projected that, at this rate, the client would run out of money in less than a year. The client needed to restructure its debt and obtain additional capital from their investors. However, the industry was experiencing a severe downturn and access to investment capital was challenging. The only way to obtain the financing necessary was to develop a new business plan that would allow the company to achieve success in the changing environment. Josephine UkpomaTue, 07 Aug 2007 17:11:00 GMTf1397696-738c-4295-afcd-943feb885714:330http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/329/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=329http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=329&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/329/Default.aspxOur client, a leading communications service provider, needed to find a way to communicate its goals and generate new ideas among several audiences. The client wanted to develop new ideas to help make its sales force and other members of its staff more efficient and successful. The client also wanted to increase its brand awareness and establish customer loyalty. Josephine UkpomaTue, 07 Aug 2007 16:50:00 GMTf1397696-738c-4295-afcd-943feb885714:329http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/328/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=328http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=328&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/328/Default.aspxTMNG Global was engaged by a large wireless service provider to help them better understand the needs of their large account customers, with the objective of providing improved invoicing and payment services. Josephine UkpomaMon, 06 Aug 2007 20:10:00 GMTf1397696-738c-4295-afcd-943feb885714:328http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/326/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=326http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=326&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/326/Default.aspxA software provider wished to obtain current user workflow processes and procedures that could be used to enhance its Telecom Fraud and Quality of Service (QoS) applications. The client wanted an assessment that incorporated the viewpoints of both an analyst and management regarding fraud management. In addition, the client wanted to position its QoS application as the "Master QoS database” for the corporation. The primary selling point of the application was that it could minimize, if not reduce to one, the number of locations that users of different customer organizations were required to access in order to obtain service performance data. In order to successfully position the application, it was vital that the client understand the workflows, processes, and requirements of its users. They called on TMNG Global to assist.Josephine UkpomaMon, 06 Aug 2007 16:31:00 GMTf1397696-738c-4295-afcd-943feb885714:326http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/325/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=325http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=325&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/325/Default.aspxA communications services provider wished to upgrade its current fraud system in order to leverage the capabilities of newer systems and improve its operational processes. TMNG Global had developed the requirements for a new system and identified products and processes that needed support. We had worked closely with the IT selection committee in evaluating the vendor responses and selection of the new system. Unfortunately, midway through the upgrade, funding was cut for the new system. The client asked TMNG Global to help them maximize its current system and determine processes to get the company through its next year of product improvements.Josephine UkpomaMon, 06 Aug 2007 16:17:00 GMTf1397696-738c-4295-afcd-943feb885714:325http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/324/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=324http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=324&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/324/Default.aspxA large domestic communications service provider believed it had provisioning problems and asked TMNG Global for an assessment. Our analysis revealed that the problems were actually in the area of revenue assurance and the service provider engaged us for a comprehensive revenue assurance assessment.Josephine UkpomaMon, 06 Aug 2007 15:38:00 GMTf1397696-738c-4295-afcd-943feb885714:324http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/317/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=317http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=317&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/317/Default.aspxA major European wireless/mobile service provider was experiencing revenue leakage problems in its customer-to-cash process. It suspected that the problems arose in the interfaces among Sales, Provisioning, Billing and Collection, Network, Fraud, and Security, but was unable to identify root causes with confidence. The client had engaged several other consultancies in the past, but nothing had improved. The client sought TMNG Global’s assistance in identifying the problems and providing practical, targeted solutions.Josephine UkpomaFri, 03 Aug 2007 17:28:00 GMTf1397696-738c-4295-afcd-943feb885714:317http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/316/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=316http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=316&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/316/Default.aspxAn energy utility needed a business plan to increase revenue through the marketing and sales of related energy products. TMNG Global was engaged to research several energy products, create a business plan, report on profitability analysis, and make recommendations regarding the marketing of products in regulated and deregulated markets. Josephine UkpomaFri, 03 Aug 2007 16:52:00 GMTf1397696-738c-4295-afcd-943feb885714:316http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/315/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=315http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=315&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/315/Default.aspxThe aggregator market includes a wide range of market participants, many of which are new to the deregulated electric utility industry. Our client was in discussions with more than ten aggregators, and the group was growing. Managing aggregator relationships, understanding their needs and perspectives, and evaluating their potential are critical considerations which must be factored into the planning of a channel for aggregators. Adding to the complexity of planning for a new channel were the need to maintain relationships over time for this very heterogeneous group and the challenge of developing internal processes that supported the needs of aggregators and met internal objectives. An assessment of pricing processes was also needed to determine how to coordinate those external customer needs with internal processes. Realizing the complexity of the undertaking, the client called upon TMNG Global to help.Josephine UkpomaFri, 03 Aug 2007 16:13:00 GMTf1397696-738c-4295-afcd-943feb885714:315http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/314/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=314http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=314&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/314/Default.aspxThe utility wanted to launch a new sales channel. As a startup, the company needed contractors rather than full-time employees because of the uncertain future. Yet, the company needed experienced, talented individuals. TMNG Global was asked to negotiate the contract with an external vendor, define the scope of work, and meet any challenges that arose in the course of building the channel.Josephine UkpomaFri, 03 Aug 2007 15:47:00 GMTf1397696-738c-4295-afcd-943feb885714:314http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/313/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=313http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=313&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/313/Default.aspxA leading wireless data provider wanted to develop and launch wireless internet access products and services for horizontal and vertical markets. To do so efficiently, the company needed to integrate a number of disparate internal and external product development efforts into a cohesive and rational product suite. The company also presented additional tactical and strategic challenges: the product management role needed redefining, strategic marketing needed to be educated on technical issues affecting product development, and an integrated product team structure needed to be implemented. Josephine UkpomaFri, 03 Aug 2007 15:19:00 GMTf1397696-738c-4295-afcd-943feb885714:313http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/312/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=312http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=312&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/312/Default.aspxAn energy company entering the retail space needed to create a welcome kit that was engaging, lucid and customer-friendly. The current corporate materials were inconsistent in appearance and out-of-date. Furthermore, the mailing system in use relied solely on manual resources 1which was extremely cost prohibitive.  TMNG Global was commissioned to help this client achieve its goals of building brand awareness and improving its internal customer fulfillment systems. Fri, 03 Aug 2007 14:14:00 GMTf1397696-738c-4295-afcd-943feb885714:312http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/304/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=304http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=304&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/304/Default.aspxAs a result of recent acquisitions, our client, a large U.S.-based international long distance service provider, began initiatives to target inter-company business services, revenue assurance for customer billing, and internal process and system improvements. Other considerations leading to this decision included: 1) the growth of independent billing and receivable architectures, and 2) an increase in interdependent processes supporting complex business service offerings. Josephine UkpomaWed, 01 Aug 2007 19:52:00 GMTf1397696-738c-4295-afcd-943feb885714:304http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/297/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=297http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=297&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/297/Default.aspxAn OSS service fulfillment vendor wanted to increase its customer base by creating a more focused market strategy but lacked strategic direction for the project. The client needed to understand how its product measured up to the competition and how it could redefine its approach to the market in order to increase its client base significantly.Josephine UkpomaThu, 26 Jul 2007 18:18:00 GMTf1397696-738c-4295-afcd-943feb885714:297http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/296/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=296http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=296&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/296/Default.aspxA long distance carrier planned on entering the international data market. Based on recent marketing analysis, senior management established an aggressive timeline for launching international data products. Due to the client’s lack of back office support systems, and its unwieldy internal processes for developing support systems, help was needed in creating manual procedures. The client’s strategy was to resell basic data products to targeted mid-sized and large businesses. The marketing focus would be on Mexican companies and on U.S. companies with offices and plants in Mexico. Also, plans to resell data service to selected European and Asian countries would be developed with a separate vendor and would require separate processes. The client recognized needs in the areas of sales pricing support, order entry/order management processes, as well as its need for subject matter experts (SME’s) to identify, analyze, develop, document, and implement required course of action to support the initiative. Josephine UkpomaThu, 26 Jul 2007 18:06:00 GMTf1397696-738c-4295-afcd-943feb885714:296http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/295/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=295http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=295&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/295/Default.aspxAn international GSM (Global System for Mobile Communications) and long distance carrier needed resources to manage the day-to-day operations of a temporary billing system, while simultaneously identifying the requirements, testing and implementing another billing system selected as the permanent solution. The available workforce in Switzerland had limited experience in telecommunications. The client chose not to hire full-time employees to support the temporary system, but was actively looking for employees to support the permanent solution. The hiring time frame, however, was prolonged because of restrictions on work visas. The average length of time between identifying a candidate and hiring that person was three months. Meanwhile, the client was facing a fast pace of growth and needed immediate, experienced resource during the phased implementation. Leveraging our past experience in the marketplace and knowledge of the vendor providing the permanent solution the client chose TMNG. Our challenge was to deploy a team that could support the company’s day-to-day operations on a temporary billing system that had to cope with a fast-growing customer base. Additionally, we had to provide the expertise for timely testing, implementation, and conversion of the customer base to the new billing system.Josephine UkpomaThu, 26 Jul 2007 15:17:00 GMTf1397696-738c-4295-afcd-943feb885714:295http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/291/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=291http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=291&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/291/Default.aspxTwo similarly sized service providers choosing to merge turned to TMNG Global for help with unification of processes and systems to ensure timely realization of cost efficiencies that were fundamental to the rationale behind the merger. From an external perspective, this was an ideal case for a merger. Thu, 19 Jul 2007 18:28:00 GMTf1397696-738c-4295-afcd-943feb885714:291http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/280/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=280http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=280&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/280/Default.aspxTwo years prior to the engagement, a Government entity had granted a license for a second carrier to provide local service. This second carrier had spent $18 million establishing a fiber loop running around the city of Hamilton. However, the carrier had run out of time and money, mostly because of delays resulting from the legal posturing of the incumbent. Not long after the carrier’s failure, the environment changed, becoming more favorable to competing carriers. The Government had become more interested in competitive local service, and legislation had changed to prevent the incumbent from impeding the abilities of its competitors’ ability to enter the market. The apparent lack of reliable, fast last mile data service to connect to the outside world, made it seem worthwhile to investigate the idea of taking advantage of the liquidation price of the second carrier’s assets and resurrecting the failed local exchange carrier. Little information had been formally amassed to support a business plan. Here, at the very earliest stages of planning, a “proof of concept” needed to be developed. Our client, a private equity firm, requested that TMNG Global undertake its development.Josephine UkpomaFri, 13 Jul 2007 14:35:00 GMTf1397696-738c-4295-afcd-943feb885714:280http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/275/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=275http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=275&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/275/Default.aspxA distressed international telecom provider was “forced” to place one of its divisions, a former specialized service provider that it had recently acquired, back on the market. TMNG Global’s client, a noted venture capital firm, had requested assistance in evaluating the investment potential of the entity. The client particularly wanted to gain an understanding of the technological issues; determine whether there were competing technologies and or product lines that might impact the entity negatively; and ascertain whether the underlying costs of providing the service, such as leased facilities and services, were in line with current best case service pricing.Josephine UkpomaThu, 12 Jul 2007 17:29:00 GMTf1397696-738c-4295-afcd-943feb885714:275http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/274/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=274http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=274&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/274/Default.aspxAn international provider of telecom services was in distress. Our client, a leading private equity firm, wanted to determine whether the company’s assets were undervalued and, therefore, at what price a bid for the company’s bonds would provide upside potential. In particular, the client was interested in obtaining an insight as to what the company’s fiber plant was worth. The firm enlisted TMNG Global’s assistance in this process.Josephine UkpomaThu, 12 Jul 2007 17:02:00 GMTf1397696-738c-4295-afcd-943feb885714:274http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/273/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=273http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=273&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/273/Default.aspxOur client, a leading investment firm, was interested in determining the asset value of a company, not including the web hosting services and related infrastructure, and had approached TMNG Global to assist in this process. It was understood that secondary research would be used as well as TMNG’s industry knowledge in the development of the valuation. It was further understood that a high-level valuation would be performed since time was limited to a few calendar days. The target company operated in two business segments: integrated communications services and web hosting services. Through its integrated communications services segment, the company provided integrated data and voice communications services, including enterprise data solutions, internet connectivity, private line data, local and long distance, and systems integration services to approximately 90,000 business and government customers throughout the United States.Josephine UkpomaThu, 12 Jul 2007 16:58:00 GMTf1397696-738c-4295-afcd-943feb885714:273http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/272/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=272http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=272&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/272/Default.aspxA major international bank had built a worldwide telecom network to provide state-of-the-art interoffice communications services as well as secure investment transactions. Keeping that network technologically current, maintaining it, and expanding it, especially in light of mergers and acquisitions with other banks and investment institutions, were ever-increasing drains on internal resources and a growing overhead cost. The client was considering consolidating all network activities in a single division, and potentially, spinning it off as a stand-alone company, providing secure telecom services to the banking and investment industry. The client would then outsource all of its telecom needs to this new entity. The client needed help understanding how to transition from being a private service provider to a public one, including changes and requirements for a new network structure, systems, processes, pricing, and costs. Josephine UkpomaThu, 12 Jul 2007 16:43:00 GMTf1397696-738c-4295-afcd-943feb885714:272http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/271/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=271http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=271&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/271/Default.aspxA joint venture was created by the international airlines to consolidate all of their data networking needs, especially their cargo and reservations systems. The ownership of each of the individual airline networks was transferred to the joint venture and the costs of running the network was charged back to each airline on a usage basis. Over time, the network costs increased to such a point that several members were considering pulling out of the joint venture and outsourcing their needed services to a public international telecom provider. Instead, the joint venture suggested a plan whereby it would in turn spin off a separate company which would own the network, add to the services offered, provide telecom services internationally to all that desired them, as well as provide for the needs of the member airlines. The joint venture needed outside financing for this endeavor and so required help in Due Diligence activities as well as assistance in the development of the final approved Business Plan. Josephine UkpomaThu, 12 Jul 2007 16:30:00 GMTf1397696-738c-4295-afcd-943feb885714:271http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/270/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=270http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=270&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/270/Default.aspxA cable provider was experiencing significant collections problems. As a result, the cable provider was adversely affecting its parent company’s goal of becoming EBITDA positive in all markets in that calendar year. Both the parent company and the cable provider viewed as critical the need to improve the latter’s collections experience to be more in line with other parts of the business. The cable provider engaged TMNG Global to help it meet this goal. Josephine UkpomaTue, 10 Jul 2007 17:42:00 GMTf1397696-738c-4295-afcd-943feb885714:270http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/269/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=269http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=269&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/269/Default.aspxA leading financial services and asset management company wanted to become more competitive in the industry and offer additional services and products to its customers. To expand its product line, the client sought help in winning a contract to manage an education investment product and assistance in launching the new product in a timely manner.Josephine UkpomaTue, 10 Jul 2007 15:39:00 GMTf1397696-738c-4295-afcd-943feb885714:269http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/262/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=262http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=262&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/262/Default.aspxA provider of digital broadcast satellite television wanted to improve the efficiency and profitability of its call centers. In particular, the company wanted to improve its ability to answer calls within the first 30 seconds, improve agent productivity and reduce the number of customer complaints. The company engaged TMNG Global to provide an objective assessment of its call center strategy and operations. Josephine UkpomaThu, 05 Jul 2007 20:31:00 GMTf1397696-738c-4295-afcd-943feb885714:262http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/261/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=261http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=261&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/261/Default.aspxA leadingcommunications service providers was facing line erosion from a variety of sources, and was anticipating even greater challenges to its basic business as a result of cable TV companies beginning to offer telephony more widely. The client wanted to understand the likely size and timing of the cable TV threat and sought an assessment of alternatives that would combat this threat. The goal was to quantify a variety of financial outcomes under several different scenarios. Once these options were analyzed in terms of their strategic and financial impact, the client could determine a preferred course of action. Josephine UkpomaTue, 03 Jul 2007 17:38:00 GMTf1397696-738c-4295-afcd-943feb885714:261http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/260/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=260http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=260&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/260/Default.aspxA communications service provider had recently developed a new brand position and wanted to implement the new position throughout the entire organization. CSMG was asked to identify ways in which the brand position could be reflected in customer interactions across all business units. Josephine UkpomaTue, 03 Jul 2007 17:34:00 GMTf1397696-738c-4295-afcd-943feb885714:260http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/259/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=259http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=259&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/259/Default.aspxA facilities-based business CLEC, focusing on broadband communications, was in a unique geographical and competitive environment, that of an island with only one significant competitor. TMNG Global was asked to quantify the client’s addressable market and validate its overall business case.Josephine UkpomaTue, 03 Jul 2007 13:52:00 GMTf1397696-738c-4295-afcd-943feb885714:259http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/254/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=254http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=254&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/254/Default.aspxA billing software vendor had successful billing applications for the wireless, cable and IP vertical markets. In order to ensure the company’s ability to gain a foothold in the wireline vertical, the client needed to develop wireline applications. To this end, the company decided to establish a wireline offering based on current software modules, new development, and third party components.  To ensure applicability of the overall solution, the client engaged TMNG Global to perform an assessment of the proposed solution to support enhanced data services for domestic and international Tier 1 and Tier 2 communications service providers.Josephine UkpomaFri, 29 Jun 2007 20:31:00 GMTf1397696-738c-4295-afcd-943feb885714:254http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/248/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=248http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=248&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/248/Default.aspx A Tier 1 broadband provider was named in a class action lawsuit questioning the provider’s disconnect and win-back telephone strategies and related policies and procedures. The potential loss to the client as a result of the lawsuit was several million dollars. The provider wanted an independent party to determine whether it was meeting best-practice standards in its disconnect and win-back call centers, thus certifying that the provider was not engaging in fraudulent telephone practices. The provider’s law firm retained us to assist the client in the class-action lawsuit by reviewing its call center policies and procedures.Josephine UkpomaThu, 14 Jun 2007 20:22:00 GMTf1397696-738c-4295-afcd-943feb885714:248http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/244/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=244http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=244&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/244/Default.aspxA competitive energy retailer’s largest customer’s billing operation was engulfed in a state of chaos resulting in a severe billing backlog, representing over $200 million. This backlog resulted from a conversion by the energy retailer of its large and contract accounts to a new billing system that was completed without proper testing prior to conversion. A billing and revenue recovery team was established to focus on reducing the billing backlog and to identify and eliminate revenue leakage. TMNG Global was engaged to manage two critical functions on the team—error management and quality control.Josephine UkpomaThu, 14 Jun 2007 14:36:00 GMTf1397696-738c-4295-afcd-943feb885714:244http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/236/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=236http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=236&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/236/Default.aspxWithin the context of a wider review of regulatory policy for next-generation access networks, a European regulator required a deeper understanding of the economics of sub-loop unbundling. Specifically, the regulator wanted to understand whether infrastructure-based competition at the cabinet level was commercially viable, and what impact competition would have on the economics. Wed, 06 Jun 2007 17:31:00 GMTf1397696-738c-4295-afcd-943feb885714:236http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/235/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=235http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=235&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/235/Default.aspxThe client had an opportunity to acquire a fourth 3G licence in a European market. The board of client wanted to understand better how important a 3G license was to the business. We helped to conduct a comparative assessment of 3G versus potential alternative technologies Wed, 06 Jun 2007 17:17:00 GMTf1397696-738c-4295-afcd-943feb885714:235http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/234/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=234http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=234&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/234/Default.aspxThe client had recently completed a series of innovation projects in the area of Intuitive Usability, Integrative Service Components, New Media and Entertainment & Services. We helped to prepare these innovation projects for the next stage of the internal selection process, and for implementation within the company’s portfolio. Tue, 05 Jun 2007 19:33:00 GMTf1397696-738c-4295-afcd-943feb885714:234http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/233/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=233http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=233&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/233/Default.aspxA European ISP planned to diversify from its core market – residential broadband – which was becoming increasingly competitive, seeing the SME sector as potentially more profitable. The ISP had already developed a business plan internally, but wanted external validation ahead of implementation. Tue, 05 Jun 2007 19:10:00 GMTf1397696-738c-4295-afcd-943feb885714:233http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/183/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=183http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=183&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/183/Default.aspxThe research laboratory of a major communications service provider had developed a capability to record differences in web site content for identified URLs, as well as some basic analytics and graphics to identify and portray information believed to be of interest to the end-user. Fri, 20 Apr 2007 14:33:00 GMTf1397696-738c-4295-afcd-943feb885714:183http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/176/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=176http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=176&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/176/Default.aspxPrevious studies undertaken by the billing organization of a major European logistics group provided ample evidence of substantial revenue leakage in current operations across numerous aspects of the business. Based upon the amount of potential benefit and the expected degree of complexity involved in the solution, senior management determined the need for a comprehensive data validation and revenue assurance IT solution to address the business improvement needed.Deborah BrannonTue, 03 Apr 2007 17:17:00 GMTf1397696-738c-4295-afcd-943feb885714:176http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/174/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=174http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=174&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/174/Default.aspxA wholesale provider of data services was concerned that there could be revenue and cost savings opportunities that were undetected by its internal resources. The company was particularly interested in auditing four critical areas: line costs, switch audits, service delivery and revenue assurance. Mon, 02 Apr 2007 17:41:00 GMTf1397696-738c-4295-afcd-943feb885714:174http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/171/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=171http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=171&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/171/Default.aspxA wholesale data services provider considered assembling and implementing a fraud management organization to detect any activities that could threaten customer experience and satisfaction. However, the standard operating procedure did not address telecom fraud for the wholesale market. Therefore, the client wanted to protect its network by addressing the fraud situation as part of its long distance start-up process. Tue, 20 Mar 2007 19:48:00 GMTf1397696-738c-4295-afcd-943feb885714:171http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/170/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=170http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=170&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/170/Default.aspx A wholesale provider of data services was considering adding a voice component to its core set of business offerings. In order to make the decision, the client wanted to develop a full business plan that would demonstrate the viability of such a strategic move. The client needed the services of a firm with extensive voice and strategic planning expertise and chose TMNG Global to help achieve their objectives. Our challenge was not only to help in the development of the business plan, but to also oversee the implementation of the new business unit. Tue, 20 Mar 2007 19:30:00 GMTf1397696-738c-4295-afcd-943feb885714:170http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/169/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=169http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=169&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/169/Default.aspxThis incumbent carrier was looking for new ways to grow its consumer business in order to offset declines in its core fixed-line business.  Years of market leadership and near-monopoly power had led to an over-reliance on legacy service offerings.  The company needed to rejuvenate its consumer business portfolio to sustain growth into the future.TMNG NewsMon, 19 Mar 2007 19:58:00 GMTf1397696-738c-4295-afcd-943feb885714:169http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/168/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=168http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=168&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/168/Default.aspxCustomer experience has become an important differentiator in the battle for market share. This client’s growing portfolio of acquired businesses had resulted in a highly fragmented customer experience that could not scale economically to the mid-market, where the battle was intensifying. The client sought to improve and streamline their customer experience process and enhance its scalability.TMNG NewsMon, 19 Mar 2007 19:33:00 GMTf1397696-738c-4295-afcd-943feb885714:168http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/167/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=167http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=167&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/167/Default.aspxThis communications equipment manufacturer sought to optimize its product and customer portfolio. In recent years, this client’s portfolio had become overweighted in legacy products, preventing the pursuit of new growth opportunities. The client sought to rationalize its existing product and customer portfolios while identifying emerging markets and technologies for domestic and international growth.TMNG NewsMon, 19 Mar 2007 18:19:00 GMTf1397696-738c-4295-afcd-943feb885714:167http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/33/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=33http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=33&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/33/Default.aspx A large wireless carrier found itself in a fast-deteriorating situation with respect to new signups, churn and bottom line performance following a period of fast growth driven by aggressive acquisitions of other wireless properties. The question was, why were things going wrong at a time when wireless industry penetration was on the upswing? And, once the causes were identified, what should be done to turn things around?TMNG NewsWed, 14 Mar 2007 19:55:00 GMTf1397696-738c-4295-afcd-943feb885714:33http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/40/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=40http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=40&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/40/Default.aspxThe marketing group of a major telecommunications company’s business services division was charged with developing metrics that would measure customer satisfaction/loyalty and operational performance from a customer perspective as well as a ‘dashboard’ that upper management could use to stay briefed on the overall results. The focus of the project was to identify the key performance measures that were leading indicators of increased customer retention, growth in wallet share and improved product mix.TMNG NewsWed, 14 Mar 2007 19:29:00 GMTf1397696-738c-4295-afcd-943feb885714:40http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/26/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=26http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=26&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/26/Default.aspxWith strategic marketing help from TMNG Global, a national medical association’s marketing efforts were transformed from a “one-size-fits-all” approach into a methodology that utilized a high degree of member segmentation to drive individual targeted marketing plans for each unique segment. Further, our experts constructed marketing dashboards that would both derive from the Strategic Plan and feed data and results back into the strategic plan throughout the year.  Initial results indicated top-line growth in membership as well as increased market share among segments where smaller, specialized associations had been gaining ground. TMNG NewsWed, 14 Mar 2007 19:02:00 GMTf1397696-738c-4295-afcd-943feb885714:26http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/24/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=24http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=24&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/24/Default.aspxHaving previously successfully launched a wireless email service for the enterprise marketplace, the product management team for a major wireless carrier believed that the service could be equally successful in the small/medium sized business segment.  However, the cost of servers, software licenses and lack of technical IT support staff were significant obstacles.  To overcome these barriers, the carrier determined that a partnership with a hosting service would provide all the benefits of an enterprise-wide solution without the upfront investment in hardware, software or support. However, the carrier did not have the available expertise to fully develop and test the concept and ensure that the economics would justify a service launch.TMNG NewsWed, 14 Mar 2007 18:49:00 GMTf1397696-738c-4295-afcd-943feb885714:24http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/29/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=29http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=29&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/29/Default.aspxA fiber networking company suffered a major setback when two anchor customers collapsed and, in a chain reaction that was common to the telecom industry at the time, the company found itself unable to meet its obligations.  The firm’s primary creditor sought the advice of TMNG Global and others to assess the company’s deteriorating situation and determine a course of action that would turn the company around.TMNG NewsWed, 14 Mar 2007 16:14:00 GMTf1397696-738c-4295-afcd-943feb885714:29http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/60/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=60http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=60&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/60/Default.aspxA major wireless service provider was interested in offering high-speed wireless data access as a complement to its wireless voice service. The integrated solution was to be targeted at large office or public sector campuses. To determine the viability of this service, the client needed to size the potential market and identify market segments where this application was most relevant; review the business case drivers and methodology showing the likely financial impact of such an offering; and develop a marketing and positioning strategy for the new service.TMNG NewsWed, 14 Mar 2007 15:27:00 GMTf1397696-738c-4295-afcd-943feb885714:60http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/59/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=59http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=59&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/59/Default.aspxOur client’s focus had been to generate its revenue from the small, medium, and enterprise business segments. In search of growth opportunities and enhanced market penetration, the client asked TMNG Global to develop a fast-tracked marketing plan for the consumer market segment that could make an immediate financial impact. The assignment consisted of two phases: Phase I, identifying the scope of the “consumer/personal” communications users’ market, and, Phase II, defining a long-term strategy to compete in this market segment. TMNG NewsWed, 14 Mar 2007 15:22:00 GMTf1397696-738c-4295-afcd-943feb885714:59http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/58/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=58http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=58&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/58/Default.aspxThe deregulated energy business unit of a major utility company needed expert marketing assistance in marketing communications, segmentation strategy, database marketing, advertising, public relations, and reporting and called on TMNG Global for help. TMNG NewsWed, 14 Mar 2007 15:17:00 GMTf1397696-738c-4295-afcd-943feb885714:58http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/57/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=57http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=57&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/57/Default.aspxA Fortune 500 company with primary business in the mailing and document handling industry wanted to look into a new business opportunity involving the collection and remission of sales taxes, an extension of the company’s existing postage payment and funds handling process. The company had become involved in recent state government initiatives to collect remote sales taxes, and in the process the client identified a possible commercial business opportunity in the provision of a sales tax compliance system. It asked TMNG Global to assess the viability of the opportunity and develop new products and marketing strategies to address it.TMNG NewsWed, 14 Mar 2007 15:12:00 GMTf1397696-738c-4295-afcd-943feb885714:57http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/61/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=61http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=61&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/61/Default.aspxA software company with various lines of business including databases, internet applications, software development tools, and wireless solutions wanted to stem a decline in the user base of one of its products—a software development environment for building Web, n-tier, and client-server applications.  The product was at the top in its class, bringing in over $200 million in revenue annually. A few years later, the product began to rapidly lose its base of users due to technological changes in the industry and the company lowering the internal priority of the product. TMNG Global’s challenge was to minimize the loss of users and if possible, try to re-grow the product’s revenues. TMNG NewsWed, 14 Mar 2007 04:31:00 GMTf1397696-738c-4295-afcd-943feb885714:61http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/165/Default.aspx#Comments1http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=165http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=165&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/165/Default.aspxA leading communication service provider’s Billing Lifecycle Management Group initiated a project to define a segment-based billing strategy and implementation plan to improve customer experience and reduce cost. TMNG was engaged to evaluate strengths and weaknesses of billing capabilities relative to the business requirements of consumer, small/medium business and enterprise customer segments. Tue, 13 Mar 2007 16:40:00 GMTf1397696-738c-4295-afcd-943feb885714:165http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/162/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=162http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=162&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/162/Default.aspxA company that develops imaging tools for the Independent Software Vendor (ISV) and Original Equipment Manufacturer (OEM) market sought new ways to increase revenue potential of its core product and maintain the product’s position as a market leader in the industry. The client’s product was uniquely suited to the ISV/OEM market where the customer has the technical expertise to put together “best-of-breed” products to develop his/her own applications Mon, 12 Mar 2007 20:14:00 GMTf1397696-738c-4295-afcd-943feb885714:162http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/161/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=161http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=161&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/161/Default.aspxWhen the Mexican telecommunications market opened to competition --marking the first legal offering of competitive switched long distance services to Mexican business and households-- one of the leading U.S.-based carriers formed a joint venture with an entity in Mexico to build a new telecommunications company poised to compete in this marketplace. The newly established entity needed every aspect of marketing, from creation of a full product portfolio to establishing a strong brand image to the selection and development of sales force and customer service organizations. Mon, 12 Mar 2007 16:04:00 GMTf1397696-738c-4295-afcd-943feb885714:161http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/158/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=158http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=158&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/158/Default.aspxTMNG Global was engaged by the billing services organization of a major wireless provider to examine how their internal customers’ business processes interact with the systems they manage.  The project’s objective was to identify revenue leakage opportunities and cost improvement and operational efficiency opportunities. The “Customer Billing End-to-End” project encompassed all business and operational aspects of customer account management and billing services, including order entry, credit management, provisioning/fulfillment, usage collection and management, invoicing, payments and collection management. Deborah BrannonTue, 06 Mar 2007 18:56:00 GMTf1397696-738c-4295-afcd-943feb885714:158http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/150/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=150http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=150&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/150/Default.aspxSince the inception of the competitive market in energy, our client, a competitive energy retailer had not fully tracked transaction records and had attempted to reconcile only three types of records (out of a set of 38 transaction types) used for billing and invoice processing. Revenue delays, partly due to transaction posting failures, accounted for over $120 million dollars of billing backlog. Wed, 21 Feb 2007 19:48:00 GMTf1397696-738c-4295-afcd-943feb885714:150http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/135/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=135http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=135&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/135/Default.aspxAs part of its contractual obligations, our client, a trusted third party clearinghouse for the communications industry, is required to commission an annual independent assessment of a primary application area of its IT Environment.  This independent audit process must include a comparison of the clearinghouse technology; the hardware and software infrastructure and support operations with industry best practices, as well as steps taken by the company to improve operations based on prior assessments.  TMNG Global has been the client’s choice to conduct these annual reviews for many years. Deborah BrannonMon, 15 Jan 2007 14:37:00 GMTf1397696-738c-4295-afcd-943feb885714:135http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/80/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=80http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=80&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/80/Default.aspxIn today’s world, the migration to IP networks is not optional for enterprises, it is a foregone conclusion.  Most enterprises have a mix of network topologies across all their offices, which can achieve greater functionality at lower costs through transformation to a VoIP/MPLS-based network solution.  However, the challenge for companies is to realize the business value offered by converged networks, while leveraging existing applications and infrastructure investments. Realizing that there is no single approach to the complex process of transforming an enterprise communications infrastructure and seeking practical guidance in planning a cost-effective and “graceful” migration to converged communications, a large international financial institution with a $350M annual network spend for voice and data services called upon a major systems integrator and TMNG Global to help. TMNG NewsThu, 02 Nov 2006 10:47:00 GMTf1397696-738c-4295-afcd-943feb885714:80http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/79/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=79http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=79&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/79/Default.aspxTMNG Global’s client was a non-facilities-based CLEC with headquarters in a major metropolitan area. Another communications services provider, based in the same metropolitan area, had been providing local services but had recently filed for bankruptcy. This company was facilities-based, using switch, co-location, and leased transport facilities. Our client had an interest in purchasing the assets of the company, but bids had to be submitted within days. The client asked TMNG Global’s assistance in evaluating the viability and value of the network and its support systems and processes.TMNG NewsThu, 02 Nov 2006 10:36:00 GMTf1397696-738c-4295-afcd-943feb885714:79http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/78/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=78http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=78&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/78/Default.aspxThe Local Service Access Management (LSAM) organization of a major international long distance service provider was responsible for managing leased access costs. The access costs paid to the various ILECs and CLECs by the company were approximately $9 billion annually. The LSAM organization was challenged to reduce lease expenses by $200 million annually in the current year and $400 million annually in the following year. Additionally, it was to reduce head count in the current year by about 50%. TMNG Global was brought in to provide an industry perspective on how access is provided and to assist in developing and validating new methods of operation.TMNG NewsThu, 02 Nov 2006 10:32:00 GMTf1397696-738c-4295-afcd-943feb885714:78http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/74/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=74http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=74&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/74/Default.aspxWith over 800 mini-PoPs throughout the world with numerous network assets at each of these sites as well as three Super PoPs, our client, a wholesale VoIP carrier, had approximately 75,000 assets to manage and track.  They recognized the need to purchase a new, comprehensive inventory management system. Having worked previously with TMNG Global on a complex billing system implementation, the client trusted us with the coordination of the requirements assessment and RFP process for this new system. TMNG NewsWed, 01 Nov 2006 22:46:00 GMTf1397696-738c-4295-afcd-943feb885714:74http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/75/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=75http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=75&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/75/Default.aspxA major telecommunications company’s global sales force targeting their largest and most strategic multi-national clients was spending too much time dealing with administrative tasks, thus limiting the amount of time available to generate sales.  In order to meet aggressive revenue goals, the client wanted to automate a variety of administrative tasks thereby freeing up additional time that could be dedicated to closing business.   TMNG NewsWed, 01 Nov 2006 16:52:00 GMTf1397696-738c-4295-afcd-943feb885714:75http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/73/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=73http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=73&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/73/Default.aspxAn Australian service provider was preparing for a newly deregulated, competitive environment.  The client had previously engaged a major system integration firm to design and build a massive, company-wide billing system that would provide a competitive edge over other companies in the market.TMNG NewsWed, 01 Nov 2006 16:27:00 GMTf1397696-738c-4295-afcd-943feb885714:73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/72/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=72http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=72&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/72/Default.aspxA large wireless messaging company was in the process of replacing most of its legacy back office systems with a new vendor application, with the objective of gaining additional functionality and flexibility. All of its current processes had to be assessed for potential redesign in order to realize the promised benefits of the new system.As the new solution was well into the development stage, the assessment had to be completed quickly in order to meet the system conversion date.  The company called on TMNG Global for assistance. TMNG NewsWed, 01 Nov 2006 16:25:00 GMTf1397696-738c-4295-afcd-943feb885714:72http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/71/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=71http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=71&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/71/Default.aspxA startup subsidiary of a major utility company in the western United States planned to enter a highly competitive niche market of telecommunications, offering an array of data and voice services over “last mile” fiber to commercial customers.  The fiber pathways were unique in that they utilized existing power access and egress from buildings instead of traditional telco conduit and de-marks.  TMNG Global was asked to assist the client with the selection of the entire OSS infrastructure, including decisions about OSS architecture (pre-integrated suite or best-in-class, stand-alone applications connected with middle-ware).TMNG NewsWed, 01 Nov 2006 16:22:00 GMTf1397696-738c-4295-afcd-943feb885714:71http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/70/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=70http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=70&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/70/Default.aspxA major communications service provider wanted to transition to a facilities-based carrier offering a full range of local and long distance services to wholesale and retail customers.  In order to gauge the operational requirements needed to support the new business model, the client needed help from a firm with facilities-based carrier expertise.  In addition, the client was relying on mergers and acquisitions for its growth, and therefore it needed subject matter experts (SMEs) to analyze and comment on its due diligence and integration plans.TMNG NewsWed, 01 Nov 2006 16:17:00 GMTf1397696-738c-4295-afcd-943feb885714:70http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/69/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=69http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=69&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/69/Default.aspxA startup VoIP IXC selling international long distance to wholesale customers wished to implement more robust billing and mediation systems. The client sought help in all facets of this task, including RFP writing, vendor inclusion, RFP scoring, product demonstrations, vendor selections, product implementation, and future configurations. The chosen systems needed to handle double- to triple-digit growth percentages without noticeable degradation. Additional challenges presented themselves in that very few vendors had successfully implemented their products for VoIP services or on IP platforms.TMNG NewsWed, 01 Nov 2006 16:12:00 GMTf1397696-738c-4295-afcd-943feb885714:69http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/68/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=68http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=68&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/68/Default.aspxThree companies had merged to create one large Service Bureau. Each company had a different billing platform, and each believed that its platform was superior to the other two.  A decision had to be made about which of the three would be the system chosen for the future. The President of the company wanted an unbiased third party to resolve the conflict and requested the help of TMNG Global. TMNG was asked to conduct an Internal Product Assessment Project. The task consisted of an assessment of the business, an assessment of the technical and functional capabilities of each of the three systems, and a competitive vendor analysis comparing the combined capabilities of the three systems with two other premier players in the market.TMNG NewsWed, 01 Nov 2006 16:08:00 GMTf1397696-738c-4295-afcd-943feb885714:68http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/67/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=67http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=67&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/67/Default.aspxA telecommunications client determined that its existing billing platform was inadequate to support its plans to expand its local services footprint via a CLEC offering and to upsell existing and new customers long distance and enhanced services.  TMNG Global was asked to assess the existing environment and devise a strategic architecture and migration plan.  TMNG NewsWed, 01 Nov 2006 16:03:00 GMTf1397696-738c-4295-afcd-943feb885714:67http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/55/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=55http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=55&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/55/Default.aspxA Communications Service Provider targeting residential customers was experiencing significant operational problems resulting in an unacceptably high level of bad debt   As a result, the service provider was unable to meet its goal of becoming EBITDA and cash flow positive.  The service provider engaged TMNG Global to help it address many of its operational issues.  This case study focuses on the credit and collections component of TMNG Global’s engagement. TMNG NewsMon, 23 Oct 2006 21:08:00 GMTf1397696-738c-4295-afcd-943feb885714:55http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/54/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=54http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=54&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/54/Default.aspxA business unit of a large Integrated Communications Provider (ICP) was experiencing difficulty with Receivables Management, specifically management of the number of days outstanding metric.  The volume was increasing and, while the impacted organizations were focused on the additional workload and pressure from the failing results, TMNG Global was asked to come in and analyze the overall operation to see if we could find root causes and assist with the implementation of irreversible corrective actions. TMNG NewsMon, 23 Oct 2006 20:53:00 GMTf1397696-738c-4295-afcd-943feb885714:54http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/53/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=53http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=53&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/53/Default.aspxA telecom services provider was under increasing pressure to reduce costs and improve revenue performance. The company was particularly concerned about two specific areas—Telecommunications Costs Reconciliation and Switch Audits.  TMNG NewsMon, 23 Oct 2006 19:54:00 GMTf1397696-738c-4295-afcd-943feb885714:53http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/52/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=52http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=52&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/52/Default.aspxFollowing the introduction of processes and procedures resulting from an existing TMNG Global revenue assurance project for a European mobile operator, it became clear that debt was continuing to grow, accounts were misclassified and despite significant increases in cash, a more radical approach would be needed to address more fundamental problems with the quality of the existing debtors. After completing an analysis of the customer base, TMNG Global discovered that at the end of the billing and collection process more than 22% of invoices had not been paid and remained outstanding.TMNG NewsMon, 23 Oct 2006 19:41:00 GMTf1397696-738c-4295-afcd-943feb885714:52http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/51/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=51http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=51&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/51/Default.aspxA major European wireless/mobile service provider was experiencing revenue leakage problems in its customer-to-cash process. It suspected that the problems arose in the interfaces among Sales, Provisioning, Billing and Collection, Network, Fraud, and Security, but was unable to identify root causes with confidence.   TMNG NewsMon, 23 Oct 2006 19:38:00 GMTf1397696-738c-4295-afcd-943feb885714:51http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/50/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=50http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=50&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/50/Default.aspxA communications service provider needed to convert to a more advanced billing system in order to offer a dynamic array of long distance data and voice services to wholesale and retail customers. In order to gauge the operational requirements needed to support the new system, the client needed assistance from a firm with experience in implementing long distance billing systems. In addition, the client was very concerned about the high potential for revenue loss associated with the conversion to the new system.TMNG NewsMon, 23 Oct 2006 19:03:00 GMTf1397696-738c-4295-afcd-943feb885714:50http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/49/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=49http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=49&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/49/Default.aspxThe new CIO for a major communications service provider found that the company lacked the ability to ensure the timeliness, accuracy, and completeness of customer billing. They were experiencing numerous problems including an inability to ensure the accuracy of invoices prior to mailing, limited visibility of and/or correction of records in suspend mode, and incorrect or no invoices received by customers.  Having had prior experience with TMNG Global’s Revenue Assurance methodology and realizing that an entire Revenue Assurance process had to be created and implemented, he turned to TMNG Global. TMNG NewsMon, 23 Oct 2006 18:47:00 GMTf1397696-738c-4295-afcd-943feb885714:49http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/48/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=48http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=48&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/48/Default.aspxAs a result of recent acquisitions, the growth of independent billing and receivable architectures, and an increase in interdependent processes supporting complex business service offerings, the client, a historically large U.S. international communications service provider, began initiatives to target inter-company business services, revenue assurance for customer billing, and internal process and system improvements.TMNG NewsMon, 23 Oct 2006 18:42:00 GMTf1397696-738c-4295-afcd-943feb885714:48http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/41/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=41http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=41&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/41/Default.aspxOur client, one of the largest telecommunications companies in the world, was entering the DSL marketplace through its acquisition of an independent DSL provider with national presence. The client was looking for a way to determine if its internal operational metrics were within current industry standards. TMNG NewsTue, 17 Oct 2006 20:32:00 GMTf1397696-738c-4295-afcd-943feb885714:41http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/39/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=39http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=39&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/39/Default.aspxA prominent CLEC was experiencing long intervals for the installation of new services for UNE-P lines and features as well as the implementation of changes to existing services.  TMNG Global was asked to analyze the problem, determine its root cause(s) and develop a process improvement plan.TMNG NewsTue, 17 Oct 2006 20:26:00 GMTf1397696-738c-4295-afcd-943feb885714:39http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/38/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=38http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=38&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/38/Default.aspxA non-facilities based CLEC was experiencing significant and unacceptable delays, often running to weeks of delay,  when ordering local loops from one of the RBOCs. In addition, they were also experiencing an extremely high provisioning error rate, as only 20% of the orders were being provisioned correctly on the first submission to the RBOC. The delay and errors resulted in extensive fulfillment intervals, lost revenues and customers and complaints to the Public Utility Commission.TMNG NewsTue, 17 Oct 2006 20:24:00 GMTf1397696-738c-4295-afcd-943feb885714:38http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/37/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=37http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=37&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/37/Default.aspxA major telecommunications company was facing system concerns associated with a high growth rate of approximate 33% per year. End of Month (EOM) processing was causing significant slowdowns due to process and storage requirements. In addition, non-standard backups were causing issues because of lack of support and availability of quality support processes. The client’s Data Center management wanted to understand the future needs of the current billing environment to allow it to grow with market and customer growth. Another issue was the lack of a proper development or test environment that could be used to support development of new applications, as well as existing applications under the current billing system.  They called on TMNG Global for assistance.TMNG NewsTue, 17 Oct 2006 20:21:00 GMTf1397696-738c-4295-afcd-943feb885714:37http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/36/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=36http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=36&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/36/Default.aspxThe client’s residential telemarketing unit was not meeting its outbound hourly conversion rates and its inbound unit was not maximizing its conversion potential. The client was also aware that other inbound telemarketing service bureau operations and those of its competitors had higher inbound conversion rates and lower cost per contact than their centers.  They were also using several service bureaus for outbound telemarketing campaigns, which also had a higher hourly conversion rate than did the client and were working at less cost per contact. The client asked TMNG Global for help in addressing these problems.TMNG NewsTue, 17 Oct 2006 20:18:00 GMTf1397696-738c-4295-afcd-943feb885714:36http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/35/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=35http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=35&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/35/Default.aspxA nationwide broadband network provider serving communications carriers, internet service providers, and corporate and government customers, was planning a major expansion. Its fiber network was expected to travel over 18,500 miles, providing access to more than 175 major metropolitan areas, including 45 of the top 50 metropolitan areas in the United States, as well as to Tier 2 and Tier 3 cities. In support of new customer requirements, the client’s marketing and sales department had requested usage-based billing data from the IP Engineering and IT departments. The client had selected a product to be used in collected the needed data, but because of budget constraints and a long development schedule, an immediate and relatively inexpensive solution had to be developed.  They called on TMNG Global for assistance.TMNG NewsTue, 17 Oct 2006 20:15:00 GMTf1397696-738c-4295-afcd-943feb885714:35http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/34/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=34http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=34&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/34/Default.aspxOur client sold its off-the-shelf software billing program to a CLEC for auditing the CABS billing that it received from other providers. As part of that sale, the client committed to building an interface that would allow regular feeds of ASR and LSR order data placed with other carriers to be extracted and loaded into the software program. The CLEC used MetaSolv TBS as its order management software and, although the client had a strong development staff, it lacked the MetaSolv TBS expertise to identify where and how to extract the required data.  TMNG NewsTue, 17 Oct 2006 19:55:00 GMTf1397696-738c-4295-afcd-943feb885714:34http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/42/Default.aspx#Comments1http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=42http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=42&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/42/Default.aspxA large communications service provider, serving primarily Tier 2 and Tier 3 markets, was dissatisfied with its service delivery performance and wanted to know what it could do to improve customer signups and retention.  The company had a competitive service package and was positioned in markets where its value proposition would pose a significant challenge to other service providers. It was well focused on the business sector with a strong understanding of what customers wanted from a service provider. Yet the company was not hitting its performance targets with regard to operational efficiency, customer satisfaction and financial growth. TMNG NewsTue, 17 Oct 2006 15:26:00 GMTf1397696-738c-4295-afcd-943feb885714:42http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/30/Default.aspx#Comments2http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=30http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=30&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/30/Default.aspxA decision to integrate two leading MSOs was largely based on expectations that the combination would drive hundreds of millions of dollars to the bottom line as a result of the cost savings and revenue gains to be realized from migration of several legacy back-office systems to a single, multi-service operations support environment. Decision makers were advised these benefits could be achieved within two years, which meant the timeline for completion of the OSS integration project would be just 18-20 months from inception. This is an extraordinarily aggressive schedule for so large and complex an undertaking.TMNG NewsFri, 06 Oct 2006 16:30:00 GMTf1397696-738c-4295-afcd-943feb885714:30http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/28/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=28http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=28&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/28/Default.aspxA major international Internet service provider had to improve their customer retention validation experience, in particular, and the overall independent sales verification process in general, and engaged TMNG Global to project manage a pilot-test of the use of Third Party Verification (TPV) to meet the independent verification requirements.TMNG NewsFri, 06 Oct 2006 16:05:00 GMTf1397696-738c-4295-afcd-943feb885714:28http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/25/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=25http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=25&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/25/Default.aspxA large communications service provider was in the midst of Year 1 Sarbanes Oxley compliance testing, using internal resources along with testing support from a Big 4 consulting firm.  The Big 4 consulting firm’s staff was unfamiliar with basic telecom operations processes and procedures and needed substantial training from the provider’s operations personnel. Recognizing the impact to their resources, testing plans and overall project timeline, the provider realized that specialized expertise was needed to meet their deadline.  They called on TMNG Global to assist. TMNG NewsSun, 01 Oct 2006 23:54:00 GMTf1397696-738c-4295-afcd-943feb885714:25