A 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.

When a Tier 1 carrier assessed the challenges posed by its opportunity to provide wholesale local exchange termination services to a leading cable MSO it quickly concluded it could benefit from outside assistance, assuming a reliable source of such assistance could be found.

A TMNG Global White Paper
September 2008

The comprehensive overhaul of legacy workflows and content management infrastructure is a strategically essential IT process that can now be undertaken with minimal disruption and maximum assurance of success through engagement with TMNG Global.

A 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.

A 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.

A leading communications service provider launched an initiative to establish a Self-Service Strategy Organization in order to develop and implement its self-service capabilities. The goals of this cross-functional organization include determining the over-arching strategy for interactions between customers and the provider, and guiding the associated development and implementation efforts. This organization was to evaluate business unit requests and prioritize needs on the basis of revenue impact, operational efficiency and customer satisfaction.