http://tmng.comRSS feeds for TMNG60http://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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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-943feb885714:34