Featured Success Story
Immense challenge of integrating HTCC with Invitel overcome via collaboration with Capgemini, delivering savings of approximately €17million.
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Download as PDFOur experience of working in the communications industry spans 40 years. Bringing a breadth of experience and knowledge, paired with a truly collaborative working approach, Capgemini’s TME Consulting practice has delivered numerous projects around the globe. Below are a few cases studies which will give you more information on our recent projects.
- Private Equity: 100-day Value Creation Plan
- Media: Strategy Development and Operations Transformation
- Equipment Vendor: Benchmarking and Analysis
- Strategy Formulation: Corporate strategy and vision
- Strategy Formulation: Non-voice services market
- Strategy Formulation: Data and VoIP
- Business Creation: Wi-Fi operator
- Business Creation: Fixed mobile convergence
- Operations Excellence: Efficiency and effectiveness review
Capgemini led the operational efficiency stream of a 100-day value creation plan,
taking in a comprehensive organizational audit and customer-base and portfolio
reviews as key steps in the value creation process. Detailed analyses of sales
processes, people, customer service and acquisition costs were carried out, along
with benchmarking against best practices.
With a new and improved sales structure in place, and a newly-designed customer service program fully implemented, the client saw significant sales efficiency improvement and critically, a reduction in churn after 6 months.
A Public Service Broadcaster was assessing its position in a rapidly-changing
market rife with new entrants, increased competition for revenues and pressure
on audience share. The broadcaster wanted to evolve with this new landscape by
building a strategy and proposition which would place the audience at the heart
of the organisation, provide a coherent approach to serving audiences across various
media (TV, radio, new media) and develop a clearly-defined service mandate with
a sustainable funding mechanism. Underpinning this wish was a need to enhance
operational efficiencies by streamlining processes and improving delivery capabilities.
Capgemini undertook a comprehensive strategy and operations transformation project to position the broadcaster strongly for the future. Working collaboratively with the client, Capgemini:
- Developed a new audience segmentation to enable better development and targeting of services
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Positioned new channels and services across TV, radio and new media -
Defined and measured public value, and refreshed the public service vision -
Developed a new funding model -
Drove savings and efficiencies from core processes -
Enhanced people capabilities and mobilised the organisation
The broadcaster is well-placed to compete in a challenging marketplace, with a clearly defined set of priorities for the executive team as well as for the entire organisation. Financial benefits have already been felt from new operational efficiencies and the funding model is robust and sustainable. Importantly, the entire organisation is galvanised to deliver.
Increasing online channel sales in an equipment manufacturer
A leading European equipment manufacturer considered increasing sales via it’s online channel to be a key strategic development areas, and needed help to achieve this.
Capgemini’s approach
Capgemini conducted an extensive benchmark study and current-state analysis.
Based on this, a full set of recommendations for the client was developed, which
included actions to close the gap between current performance and industry best
practice.
Capgemini recommendations helped the client to identify the right improvement areas on which to concentrate. Subsequently, the manufacturer succeeded in substantially increasing sales via the online channel.
Redefining a mobile operator’s 5-year strategy and vision
The Challenge
An international mobile operator initially asked TME’s Consulting Services team
to perform a 3-week assessment of the company’s current strategy. As a result
of the initial assessment, the operator asked Capgemini to develop the company’s
corporate strategy and vision to guide it for the next 3 years, enabling it to
effectively compete in challenging local market conditions characterised by two
dominant competitors.
Capgemini’s Approach
TME’s Consulting Services team developed a clear strategy and vision for the
operator through in-depth analysis and scenario-based planning.
Key deliverables included:
- A clear view of market opportunities, based on customer, market, competitor, technology and regulatory analyses
- Market evolution scenarios and strategic options for the most probable scenario
- Financial modelling and analysis for comparison and selection of strategic options
- Implementation implications and high-level roadmap for the agreed strategy
Value Delivered
With a new and clear strategy developed for and ratified by the board of management and
the shareholders, the operator has greater clarity and direction going forward and
is demonstrating a clear departure from the past.
The new strategy is yielding positive results in the market and has also generated optimism among the employees about the company’s future prospects.
Developing a strategy for playing in the non-voice mobile services market
The Challenge
With the mobile market evolving from a voice-focused business to one that increasingly
relies on data services for growth, devising an appropriate strategy to play in
this arena is critical. However, identifying the services that consumers will
adopt and estimating the extent of the disruption that emerging technologies like
WiMAX and Mesh Networks can cause is shrouded in uncertainty. Anticipating this
volatility and uncertainty in the market, a leading European mobile operator asked
Capgemini to help develop its strategy for their non-voice business.
Capgemini’s Approach
Capgemini’s task was to analyze the non-voice services market trends and drivers
and help the client develop a corresponding strategy. The engagement entailed:
- Analysis of local non-voice services market
- Analysis of international market trends and demand drivers for non-voice services
- Assessment of the likely impact of potentially disruptive technologies
- Development and analysis of scenarios for the evolution of the non-voice mobile services market
- Evaluation of the revenue potential and associated costs of various non-voice services
The project was conducted in two phases. In the first phase Capgemini delivered its objective and expert view of the recommended strategy for the client, which in the next phase was jointly finalized with client team members and executives.
Value Delivered
The project provided a fact-rich analysis of emerging technologies, and global
and local trends, based on which alternative scenarios for the market evolution
were constructed and evaluated. Then through a logical but also creative process,
a shared view on the most probable scenario for the evolution of the market was
developed. Corresponding to this scenario, Capgemini defined its recommendations
for the client, which identified the key data services that would drive the revenue
growth and margins in the future, and outlined the related strategies. These recommendations
subsequently formed the basis of the client’s resource and investment allocation
decisions.
Redefining an operator’s data and voice strategy and business plan with IP generalisation and optimising its network costs
The Challenge
A French telco was experiencing some challenging market conditions, with a price
war eroding margins, an unfavourable cost structure, and declining revenues from
its core voice business.
Capgemini’s Approach
TME’s Consulting Services team redefined the operator’s data and voice strategy
for the business segment, developing a new business model in terms of market segmentation,
services portfolio (IPVPN, Ethernet, VoIP, Centrex), generalization of VoIP, network
architecture and coverage, and organization. The team delivered a new business
plan and conducted market analysis, identifying business opportunities and applicable
strategies such as:
- Convergence services (voice & data convergence, enterprise: IP-VPN service).
- Leveraging DSL benefits to improve cost structure.
- Increase addressable market by developing SMEs market.
- Increase coverage by using DSL.
Value Delivered
Today the operator is much better equipped to overcome market challenges with
an innovative portfolio supporting aggressive pricing and a much better customer
value proposition. Its network structure is greatly improved with enhanced DSL
coverage and lower network costs with IP generalization and VoIP architecture.
The operator was able to implement in the architecture for VoIP in 6 months
Wi-Fi service launch and business unit organisation for a leading French operator
The Challenge
A leading European telco was determined to be the first wi-fi operator in its
market. This means acquiring as many hotspots as possible, as quickly as possible,
ensure customer adoption, and to run wi-fi operations profitably,
Capgemini’s Approach
The TME Consulting Services team drew on the experience gained over many telecoms
launch projects to run a “wi-fi in a box” project, providing:
- Global project management
- Launch profile
- Hotspot acquisition strategy (inc. geomarketing)
- Service offering
- Deployment management
- Hotspot reward schemes definition
- IS infrastructure roadmap definition
Value Delivered
The results speak for themselves: With the successful commercial and technical
deployment of more than 4,000 hotspots, the client now dominates its local wi-fi
market. It is also the first operator to integrate wi-fi into its other telco
offerings (corporate data services, mobile, Internet, residential and professional
customers).
Fixed Mobile Convergence Strategy and Service Launch for a leading integrated European Operator
The Challenge
A leading integrated European Operator had identified convergence as the main
strategy driver. As a result it was determined to launch fixed mobile convergent
services in a very short timeframe to prove to the market that its strategy delivered
value.
Capgemini’s Approach
The TME Consulting Services team worked within a very complex environment to
meet the deadline for a new value proposition, and to:
- Integrate the fixed mobile convergence strategy into the client’s services portfolio
- Develop a business plan taking into account fixed, mobile and global benefits
- Bring together fixed and mobile segmentation
- Take into account regulatory issues when designing offers and defining go-to-market
- Prepare convergent pricing, taking into account regulation and value sharing between different business units
Value Delivered
The results speak for themselves: with a successful commercial launch of a services
portfolio in residential and enterprise markets, the client is the leading operator
in the converged world.
It has set itself apart as a unique provider, able to deliver a wide range of convergent offers, addressing different segments with a clear and outstanding value proposition in all markets with a European footprint.
Efficiency and Effectiveness Review of the commercial segment for one of the world’s leading telecoms operators
The Challenge
Our client was facing a saturated market so was looking to increase customer
satisfaction and reduce the cost to serve. Fast growth through the mobile boom
years had resulted in weak and inconsistent processes with unclear accountabilities
and excessive costs.
Capgemini’s Approach
Focusing on the commercial department, Capgemini’s goal was to identify EBITDA
benefits for payback in 1 year then develop these into projects to feed a “Customer
First” programme. For each opportunity the team developed a fully costed and resourced
implementation plan and a 3-year business case, prioritised against the time to
realise the benefits and the potential value.
Value Delivered
With opportunities identified to realise between €225m and €450m net EBITDA benefit
over 3 years, with full implementation plans, the client was in an excellent position
to reduce costs and grow against the market. As a result all identified initiatives
are being implemented by a company wide initiative.
