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Suraj-mtg

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by

Glocal Makers

on 27 August 2013

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Transcript of Suraj-mtg

Go to Market for a "Banking product" in telecom sector for APAC market
Go TO
Market

APAC
Value Brought
Market
Value
Competitor
Customer
Partner
Different
Trends
Positioning
Sales Process
Enablers/ After Sales
#USP, #Differentiator, #win-win
#identify buyers, #buying process, #decision makers,
#lead generation, #conferences? #Direct vs. partners
#Business model, #license, #active subscriber
#on ground support, #pre-sales, #Project implementation, #turn around time, #delivery mechanism, #home grown vs. outsourced support, #champions at customer places, #nofinishingline,#recurring Revenue, #AARRR
Opportunity & Threat
Market Value
OSS/BSS revenue to grow from $17 Billion (2011) to $39 Billion (2016)
APAC will witness the maxm growth
Operators wld spend $14 Billion on convergent charging software and services
Multiple Business Support
Configurability & Technical Adaptability
Transforming network data to business information
Multiple Business Support
Falling ARPU
Increased use of mobile internet
Increased convergence
Intense Competiton
Need for "tailor made" offers
Focus on Revenue Leakage
Hyper Segmentation and Customization
Network Upgrades (LTE) in the region will spur spending on OSS/BSS
Making the " Go to Market" Happen
Business Models
Costing / Pricing
Business Value proposition
Compeitor Analysis
Product insight
Contract Closure
Trade Show Booth Management
Business Value Proposition
Customer Facing and Engagement
Recurring Revenue Generation
Networked across APAC Telco/VAS
Expertise
Why Glocal Makers
Across Profiles
Clients include
TCS
Motorola
SUN
Airtel
Aircel
Vodafone
Tata DoCoMo
RCom
Cellcom
Different market?
Majority PrePaid
Stricter Regulations
Double confirmation
Only Operator Collects from Customer
Bundled offerings
Intense Operator competiton
Evolved Concepts (ex: Fall back)
Low ARPU /High price sensitivity
High Churn
Exponential increase in Data Services
Customer "life changing " services on rise
Fluctuating Customer Demand
High Need for Data Analytics/ Customer centricity
Need for integrated network management
Trends
Extensive M&A
Close to 400 OSS/BSS players
Top 10 players account for 45% of the market
Top 100 players account for 90% of the market
Most of them are Niche players and have strong services arm
Telecom Service Providers likely to deploy OSS/BSS Tools with Unified Real time rating, Integrated Network Management , Data Analytics, Customer experience management
Carrier Billing for Apps
Convergent Billing ( ex: Eltecore's off loading mobile data customers to WiFi)
Operators realizing its no longer voice, text but content and virtual world that they have to monetize
Customer/Buyers ?
Competitors
Product Portfolio
Weakness
Strength
Value Brought
New Player in Market
Late Entrant ?
Less Political connections ?
Brand/PR machinery
Banking Solution for Telco ?
Empowers Telco to have customer centric billing solutions
Time to market?
R&D ?
Service ? Dedicated team of account managers ?
SaaS model ? Cloud ?
Customer Mangement
Real time
Product Bundling
Pricing Strategy
Immediate Sale:
Enterprise Billing systems, Consent Gaeteways ( India)
Integrators ( Channel partners like infosys)?
Telco Sale
Other APAC countries ( Laos, Vietnam, Thailand, Myanmmar)
Indonesia/Malaysia/India/ANZ/S.W.Asia
mobile commerce vendors
Tie -ups with m-commerce vendors
Typical BSS players
Amdocs
Huawei
Ericcsson
Comverse
Subex
more....
mobile payment solutions
Coda Payments
Software as a Service based Billing Systems
IBM/Infosys
Chargify
Go To Market Plan
Sales Process
Support Process
Positioning
Organization wise
Product Wise
Strngth in Value chain
Business development
Just the begining
Post Sales Support (team, office)
R&D team
Business Analysis
Collect Further requirements
Nimble Player
Quick Turn around
Serving only select customers
Product Roadmap derived fom customer business roadmap
Dedicated account managers
Banking Solution for Telcos
Experience of Revenue handling
from banking to Telco
Customer Experience Mngmt
Glue between Customers, Partners & mobile money
Relationship based pricing
SaaS /Cloud offering
Convergent mediation
Deep Pockets - Funded by Schroder Capital
Global Clientele across Banking, Enterprises, Communication/Media/Entertainment
Partners ( CTS, Infosys,
PR/ Brand Machinery
APAC initiatives (ex: Myriad)
Conferences/ BSS forums
Networking leverages
Customize Solution
Pre-Sales /Sales team
Demos
Case Studies
Identify Buyers
Focussed Group Study
Recurring Revenues
Pricing model away from Licenses ?
Cross Selling
Customer Engagement
Using customer channels - promotions
Offerings vs. Products
Partners or on ur own
Support process - differentiator
Foot hold /modular sales ?
Contract Closure
Networked Across APAC Telco
Communication , Media Entertainment in APAC
Bakrie: Reported to one who is advisor to board @ Bakrie
Indostat: Rev Assurance
Yahoo
Vocable
MicroSoft
Mcarbon
Amdocs
Converse
mobile TV /content players
Logistics
SATS

Banking solution
Full transcript