http://tmng.comRSS feeds for TMNG60http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/324/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=324http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=324&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/324/Default.aspxA large domestic communications service provider believed it had provisioning problems and asked TMNG Global for an assessment. Our analysis revealed that the problems were actually in the area of revenue assurance and the service provider engaged us for a comprehensive revenue assurance assessment.Josephine UkpomaMon, 06 Aug 2007 15:38:00 GMTf1397696-738c-4295-afcd-943feb885714:324http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/317/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=317http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=317&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/317/Default.aspxA major European wireless/mobile service provider was experiencing revenue leakage problems in its customer-to-cash process. It suspected that the problems arose in the interfaces among Sales, Provisioning, Billing and Collection, Network, Fraud, and Security, but was unable to identify root causes with confidence. The client had engaged several other consultancies in the past, but nothing had improved. The client sought TMNG Global’s assistance in identifying the problems and providing practical, targeted solutions.Josephine UkpomaFri, 03 Aug 2007 17:28:00 GMTf1397696-738c-4295-afcd-943feb885714:317http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/270/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=270http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=270&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/270/Default.aspxA cable provider was experiencing significant collections problems. As a result, the cable provider was adversely affecting its parent company’s goal of becoming EBITDA positive in all markets in that calendar year. Both the parent company and the cable provider viewed as critical the need to improve the latter’s collections experience to be more in line with other parts of the business. The cable provider engaged TMNG Global to help it meet this goal. Josephine UkpomaTue, 10 Jul 2007 17:42:00 GMTf1397696-738c-4295-afcd-943feb885714:270http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/248/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=248http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=248&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/248/Default.aspx A Tier 1 broadband provider was named in a class action lawsuit questioning the provider’s disconnect and win-back telephone strategies and related policies and procedures. The potential loss to the client as a result of the lawsuit was several million dollars. The provider wanted an independent party to determine whether it was meeting best-practice standards in its disconnect and win-back call centers, thus certifying that the provider was not engaging in fraudulent telephone practices. The provider’s law firm retained us to assist the client in the class-action lawsuit by reviewing its call center policies and procedures.Josephine UkpomaThu, 14 Jun 2007 20:22:00 GMTf1397696-738c-4295-afcd-943feb885714:248http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/244/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=244http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=244&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/244/Default.aspxA competitive energy retailer’s largest customer’s billing operation was engulfed in a state of chaos resulting in a severe billing backlog, representing over $200 million. This backlog resulted from a conversion by the energy retailer of its large and contract accounts to a new billing system that was completed without proper testing prior to conversion. A billing and revenue recovery team was established to focus on reducing the billing backlog and to identify and eliminate revenue leakage. TMNG Global was engaged to manage two critical functions on the team—error management and quality control.Josephine UkpomaThu, 14 Jun 2007 14:36:00 GMTf1397696-738c-4295-afcd-943feb885714:244http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/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/55/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=55http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=55&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/55/Default.aspxA Communications Service Provider targeting residential customers was experiencing significant operational problems resulting in an unacceptably high level of bad debt   As a result, the service provider was unable to meet its goal of becoming EBITDA and cash flow positive.  The service provider engaged TMNG Global to help it address many of its operational issues.  This case study focuses on the credit and collections component of TMNG Global’s engagement. TMNG NewsMon, 23 Oct 2006 21:08:00 GMTf1397696-738c-4295-afcd-943feb885714:55http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/54/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=54http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=54&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/54/Default.aspxA business unit of a large Integrated Communications Provider (ICP) was experiencing difficulty with Receivables Management, specifically management of the number of days outstanding metric.  The volume was increasing and, while the impacted organizations were focused on the additional workload and pressure from the failing results, TMNG Global was asked to come in and analyze the overall operation to see if we could find root causes and assist with the implementation of irreversible corrective actions. TMNG NewsMon, 23 Oct 2006 20:53:00 GMTf1397696-738c-4295-afcd-943feb885714:54http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/53/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=53http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=53&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/53/Default.aspxA telecom services provider was under increasing pressure to reduce costs and improve revenue performance. The company was particularly concerned about two specific areas—Telecommunications Costs Reconciliation and Switch Audits.  TMNG NewsMon, 23 Oct 2006 19:54:00 GMTf1397696-738c-4295-afcd-943feb885714:53http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/52/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=52http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=52&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/52/Default.aspxFollowing the introduction of processes and procedures resulting from an existing TMNG Global revenue assurance project for a European mobile operator, it became clear that debt was continuing to grow, accounts were misclassified and despite significant increases in cash, a more radical approach would be needed to address more fundamental problems with the quality of the existing debtors. After completing an analysis of the customer base, TMNG Global discovered that at the end of the billing and collection process more than 22% of invoices had not been paid and remained outstanding.TMNG NewsMon, 23 Oct 2006 19:41:00 GMTf1397696-738c-4295-afcd-943feb885714:52http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/51/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=51http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=51&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/51/Default.aspxA major European wireless/mobile service provider was experiencing revenue leakage problems in its customer-to-cash process. It suspected that the problems arose in the interfaces among Sales, Provisioning, Billing and Collection, Network, Fraud, and Security, but was unable to identify root causes with confidence.   TMNG NewsMon, 23 Oct 2006 19:38:00 GMTf1397696-738c-4295-afcd-943feb885714:51http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/50/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=50http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=50&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/50/Default.aspxA communications service provider needed to convert to a more advanced billing system in order to offer a dynamic array of long distance data and voice services to wholesale and retail customers. In order to gauge the operational requirements needed to support the new system, the client needed assistance from a firm with experience in implementing long distance billing systems. In addition, the client was very concerned about the high potential for revenue loss associated with the conversion to the new system.TMNG NewsMon, 23 Oct 2006 19:03:00 GMTf1397696-738c-4295-afcd-943feb885714:50http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/49/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=49http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=49&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/49/Default.aspxThe new CIO for a major communications service provider found that the company lacked the ability to ensure the timeliness, accuracy, and completeness of customer billing. They were experiencing numerous problems including an inability to ensure the accuracy of invoices prior to mailing, limited visibility of and/or correction of records in suspend mode, and incorrect or no invoices received by customers.  Having had prior experience with TMNG Global’s Revenue Assurance methodology and realizing that an entire Revenue Assurance process had to be created and implemented, he turned to TMNG Global. TMNG NewsMon, 23 Oct 2006 18:47:00 GMTf1397696-738c-4295-afcd-943feb885714:49http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/48/Default.aspx#Comments0http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=48http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=48&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/48/Default.aspxAs a result of recent acquisitions, the growth of independent billing and receivable architectures, and an increase in interdependent processes supporting complex business service offerings, the client, a historically large U.S. international communications service provider, began initiatives to target inter-company business services, revenue assurance for customer billing, and internal process and system improvements.TMNG NewsMon, 23 Oct 2006 18:42:00 GMTf1397696-738c-4295-afcd-943feb885714:48http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/42/Default.aspx#Comments1http://tmng.com/DesktopModules/iBN%20News%20Articles/RssComments.aspx?TabID=73&ModuleID=370&ArticleID=42http://tmng.com/DesktopModules/iBN%20News%20Articles/Tracking/Trackback.aspx?ArticleID=42&PortalID=0&TabID=73http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/42/Default.aspxA large communications service provider, serving primarily Tier 2 and Tier 3 markets, was dissatisfied with its service delivery performance and wanted to know what it could do to improve customer signups and retention.  The company had a competitive service package and was positioned in markets where its value proposition would pose a significant challenge to other service providers. It was well focused on the business sector with a strong understanding of what customers wanted from a service provider. Yet the company was not hitting its performance targets with regard to operational efficiency, customer satisfaction and financial growth. TMNG NewsTue, 17 Oct 2006 15:26:00 GMTf1397696-738c-4295-afcd-943feb885714:42http://tmng.com/MyTMNG/Editor/EditNews/tabid/73/ctl/ArticleView/mid/370/articleId/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