http://tmng.comRSS feeds for TMNG60http://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/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/382/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=382http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=382&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/382/Default.aspxA leading wireless service provider had recognized that their IT billing services organization did not have standard processes and business controls in place, resulting in the majority of internal client requests being handled as custom projects, which was costly, inefficient and ineffective. They needed to transform their billing services organization to be more user-friendly, process-driven and business-oriented. Tue, 09 Oct 2007 19:57:00 GMTf1397696-738c-4295-afcd-943feb885714:382http://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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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-943feb885714:36