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/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/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/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/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/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/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/266/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=266http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=266&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/266/Default.aspxOur client, an internet service provider to small and very small businesses had recently merged and found that the new entity needed more research resources and a more streamlined process for conducting that research. The client realized that its research efforts were often being initiated and conducted in a disjointed manner and with little communication among the various divisions in the company.  Mon, 09 Jul 2007 20:59:00 GMTf1397696-738c-4295-afcd-943feb885714:266http://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/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/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/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/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/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