| Day One: Wednesday 28th September 2005 |
| 08.40 |
Delegate registration and coffee |
| 09.00 |
Opening remarks from the Chair, Chris Jeffery, Business Support Systems Global Lead, Telecom, Media & Entertainment Sector, CAPGEMINI |
| The future development of Business Intelligence in the telecoms industry |
| 09.10 |
Suggesting how developments in the telecoms industry are / will drive the demands on and value of Business Intelligence
- How changing markets are driving the expectations for Business Intelligence
- The need for ‘one customer view’ – insights and challenges from an integrated altnet provider
- Optimising processes to maximise the benefits from Business Intelligence and guarantee best time to market
Dr Michael A. Grund, Head of Marketing Intelligence, TDC SWITZERLAND / SUNRISE |
| 09.45 |
The Deloitte Panel: Making the decision to invest in Business Intelligence – why has the need arisen?
- The key fear factors driving better data quality in the telecoms sector
- The alternative – what would be the consequences of not improving data management?
- The greed factors – can Business Intelligence justifiably promise higher revenue, increased customer value and reduced revenue leakage?
Tony Cooper, Partner, Telecommunications
Nigel Slater, Partner, Telecommunications
David Tansley, Partner, Telecommunications
Mark Douglas, Director, Business Intelligence
Session facilitator: Andrew Bell, Senior Manager, Business Intelligence, DELOITTE
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| 10.20 |
Morning refreshments |
| Proving the commercial value of Competitive Intelligence as a component of your strategy |
| 10.40 |
USA case study: using Competitive Intelligence to drive business strategies and tactics
- The value of Competitive Intelligence
- Creating and integrating strategic and tactical Competitive Intelligence
- Understanding competitors’ operations
- Using Competitive Intelligence to maximise your company’s strengths
- Translating competitive knowledge into actions
Gregory D’Anna, Director – Business Competitive Intelligence, SBC |
| 11.15 |
Analysing the enemy – Competitive Intelligence and its value within the pharma industry
- Setting up a Competitive Intelligence function
- Using Competitive Intelligence to monitor key industry trends to predict the future direction of the market and of key competitors
- Positioning your firm based on an enhanced understanding of competitors
- Using Competitive Intelligence offensively to target your opponents’ weaknesses
Neil Rogers, Director – Business Analysis and Competitive Intelligence, ASTRAZENECA RESPIRATORY |
| 11.50 |
Unleasing the power of your customer information
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Leveraging and extending existing technology investments whilst: |
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Reducing customer churn |
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Strengthening their customer relationships |
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Reducing operating costs |
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Providing a ‘360 view’ of the customer |
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Overcoming disconnected silos of customer information, manual exception processes, non-integrated business processes and poor ‘user’ access |
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Achieving an integrated customer information solution |
Frederick Ferguson, Principal Telecommunications Consultant - IFW, IBM |
| 12.25 |
Bridging the information divide - delivering intelligence to those who need it most
- Why improving top-down access to information equals better decision making
- Accelerating the shift towards an information democracy
- Key findings from European Economist research 'what do companies really want from BI?
Sanjiv Gossain, VP Technology, COGNIZANT TECHNOLOGY SOLUTIONS supported by ORANGE |
| 13.00 |
Lunch |
| 14.00 |
Competitive Intelligence methods for an integrated Business Intelligence approach
- Translate data into intelligence - cross-fertilisation between market and Competitive Intelligence
- Translate intelligence into action – an integrated Business Intelligence approach
Luc Rooms, Business Intelligence Manager, BELGACOM |
| Practical learning from the experiences of different user groups within the telco structure |
| 14.35 |
Combining operational requirements and the analytical nature of billing information
- Understanding the growing importance of billing information for operational business processes
- Strategies to mitigate the influence of data volume on operations, cost and the ability to recover
- Future changes and challenges within the billing environment
Juerg Haseloff, VP Information Systems Postbilling, Billing and Collections, DEUTSCHE TELEKOM |
| 15.10 |
Using new data sources to enhance the benefits and expand the coverage of Business Intelligence across the enterprise
- How real-time transaction records from the network complement billing records and CRM data
- How this data enhances the value of Business Intelligence to traditional users – for example, marketing, sales, finance and billing
- How this data can extend the coverage of Business Intelligence to new users
Boyd Williamson, CCSA Business Development Manager – EMEA, AGILENT TECHNOLOGIES |
| 15.45 |
Afternoon refreshments |
| 16.05 |
Modeling and management of customer satisfaction in the telecommunication industry
- Importance of customer satisfaction management and understanding the process of CS formation
- Impact of customer satisfaction on business drivers and financials (value)
- Model of customer satisfaction (statistical modeling of customer satisfaction and linkage research)
- Dynamic view on customer satisfaction management and modelling
- Case study 1: Effect of price changes on customer satisfaction
- Case study 2: Dynamic model of customer satisfaction and its link to the customer value
Martin Venzl, Vice President Business Analysis & Strategy, T-MOBILE CZECH REPUBLIC |
| 16.40 |
Extreme volumes of communications data require a new category of data management solution
- read-only historical transaction records are a significant, and rapidly growing, share of communications data
- high cost, complexity and long implementation times often present insurmountable hurdles to capturing and retaining valuable, detail-level data
- matching business needs with the characteristics of read-only data offers the opportunity to store more detailed data, longer, at dramatically lower cost
Richard Cramer, Vice President, Marketing and Business Development, COPPEREYE |
| 17.15 |
You've built the warehouse, now the fun really starts: organisational factors affecting a successful Data Warehouse implementation
- The importance of business sponsorship and relationships
- Change management - decommissioning the legacy reporting systems and processes
- Maintaining data quality - operational processes and data ownership
Steve Devine, Business Intelligence Architect, COLT TELECOM |
| 17.45 |
The organisation as a critical success factor in the aim of Business Intelligence success
- Have you done the right things to secure your Business Intelligence programme?
- Purchasing the right software and hardware together with the involvement of Business Intelligence experts – and your programme is still not successful?
- Becoming more focused on your organisation and internal information chain so your operational data becomes structured management reports
Kenneth Arensborg, DataWarehouse Business Manager, SONOFON |
| 18.15 |
Closing remarks from the Chair |
| 18.20 |
Drinks reception
You are invited to join today’s speakers and your fellow delegates at an informal drinks reception |
| Day Two: Thursday 29th September 2005 |
| 08.40 |
Delegate registration and coffee |
| 09.00 |
Opening remarks from the Chair |
| Opening presentation: the true ROI of Business Intelligence for a major telco |
| 09.10 |
Quantifying the benefits of Business Intelligence for ROI and business advantage
- Measuring the impact of Business Intelligence on customer revenue
- Given the scale of investment, is Business Intelligence worth the price tag?
- Considering whether Business Intelligence leads to greater business flexibility and control
Gaz Williams, Principal Business Intelligence Consultant, BT |
| Measuring the importance of internal governance and structures to Business Intelligence |
| 09.45 |
Business Intelligence standardisation and skill centres
- Pros and cons of IT standardization for Business Intelligence
- Technical skill centres’ missions and organisation
- Limits of IT standardization and technical skill centres in the Business Intelligence domain
Etienne Audry, Head of the Business Intelligence Skill Centre, FRANCE TELECOM |
| 10.20 |
Morning refreshments |
| 10.40 |
Mitigating the Risk in a Business Intelligence Strategy
- Effective consolidation of data from disparate sources
- Managing data explosion
- Improving data retrieval and application performance
- Removing the barriers to scaling-up data, users and scope
Lawrence Stoker, Solutions Architect, SYBASE |
| 11.15 |
Implementing a successful data quality environment in BT
- Getting started
- Getting organized to make data quality work
- DQ improvement methods and tools
- Benefits
- Lessons learned
Nigel Turner, Head of ICT Customer Management Delivery, BT |
| 11.50 |
Proposing a model for positioning the Business Intelligence team within the company – is there a standard that will produce greatest results?
- A single database is a better option than multiple data sources – is this true in the majority of circumstances?
- Maintaining cohesion whilst ensuring adaptability and a focus on operational value
- Knowledge is power - gaining board level support for Business Intelligence whilst moving beyond ‘local politics’
Kurt Buchleitner, former Head of Business Intelligence / Data Warehouse, TELE2UTA AUSTRIA
(now serving as Marketing Data Analyst Manager EMEA for a US based international bank) |
| 12.25 |
Driving down TCO with data warehouse appliances
- Realising the benefits of data warehouse appliances in telecommunication organisations
- Optimising the use of data warehouse appliances for high-volume analytic applications
- Maximising performance and minimising TCO across their organisations
Tim Young, Director, NETEZZA |
| 13.00 |
Lunch |
| 14.00 |
Practical learnings from establishing an Information Management Organisation (IMO)
- What is an Information Management Organisation and why do we need one? The case for change
- The challenges faced in establishing an Information Management Organisation
- The benefits realised and the lessons learnt
Paul Conway, Head of Information Management, VODAFONE UK |
| 14.35 |
Network Business Intelligence - Beyond Revenue Assurance
- addresses root causes of revenue leakage and margin-killing waste
- tackles new areas of investigation such as network reclamation, network asset assurance, and network optimization
- identifies many of the problems that cause billing errors and data loss
- addresses areas for margin optimization and asset reclamation
Dr. Jean-Francois Jodouin, CTO, ACE*COMM |
| CRM and marketing focus: Business Intelligence at the customer-facing end |
| 15.10 |
Producing a Business Intelligence enhanced CRM strategy – what is good data worth to your marketing campaigns and customer relationships?
- Clarifying the impact of Business Intelligence on campaign planning processes
- Can Business Intelligence be proven to produce clear increases in bottom line results?
- Targeting customers most likely to churn and modeling customer behaviour and responses
Peter McKenna, Head of Business Intelligence, O2 IRELAND |
| 15.45 |
Afternoon refreshments |
| 16.05 |
Business value assurance in telecom Business Intelligence services - the solution centre approach
- The telco Business Intelligence challenge
- Satyam solution centre approach
- The business value assurance framework
- A case study
Kiran Cavale, Global Practice Head, SATYAM
Sarvesh Kumar, European Practice Head, SATYAM |
| 16.40 |
Measuring the benefits of using Business Intelligence for more accurate customer segmentation and identification
- Identifying who is worth investing in – does Business Intelligence give a more accurate picture?
- Appreciating and using a more nuanced view of the market
- Locating geographic / socio-economic / ethnographic / service-related trends in order to increase ‘ individualised ’ marketing
Dmitry Morozov, Head of Marketing Analysis and Planning, JSC VIMPELCOM |
| Closing keynote: Practical factors involved in cross-border information management |
| 17.15 |
Experiences on how to design and deliver an international Management Information System and Data Warehouse
- Introduction the T-Mobile environment
- How to get common requirements from different markets
- Architectural set up of a Management Information System across several markets
- Architectural set up of Data Warehouses across several markets
- Benefits of the common approach and lessons learned
Julian Hebden, Vice President Corporate Intelligence Europe, T-MOBILE
Dr Wolfgang Stein, Vice President Commercial Intelligence Europe, T-MOBILE
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| 17.40 |
Closing remarks from the Chair and close of conference |
