Service Quality & Customer Experience Management: Huawei Smartcare®

LTE
Prescriptive
Analytics
Predictive
Migration
https://en.ppt-online.org/112506
NPS
Huawei SmartCare®
Service Quality & Customer Experience Management
Content
1. CEM & SQM & NPM – Huawei’s Capability

2. SmartCare® Business Value on a Customer Case
3. Use Cases & Demo & Moscow SQM Pilot
4. Global References & Why HUAWEI
Huawei SmartCare®
CEM / SQM / NPM / SOC – Huawei’s Capability
Customer Experience Management Service Quality Management

Quality Traffic Hotspots User / Service / Benchmarking Proactive
NPS CSAT Churn OTT Analysis Digital Care Monetization
Dashboard & Geo-location Network Mapping & Quality Care
Network Performance Management

Network Service based Network Long Term Service ARPU driven
Planning Capacity Optimization Performance Planning
Service Operation Centre

Automated Root Enterprise Customer Care User centric Business 3rd Party Services
VIP Care OPEX Savings CEM Enabling
Cause Analysis Care Efficiency Operation Transformation Analysis
What Huawei can deliver
Platform Service Operation

CEM Set of Use Case Service Operation Centre
SQM NPS prediction Establishment & Operation
NPM Churn prediction Network Operation
Geo-Location SOC Establishment Network Planning
Optimization Quality Improvement
Tracing Network Optimization
Set of platforms / tools, services and operation support to increase Operator’s value
Content

Huawei SmartCare®
Savings and Earnings by Huawei CEM Platform (CCF)
20.2 Mio GBP Period: 5 years
5 groups – OPEX / Revenue
+ Savings on old system replacement
CCF not discounted
Maximal value
CCF (5th year): 20.2 Mio GBP
Ramp-up period
Legend:
-0.5 Mio GBP
Details per stream are presented in further slides
HUAWEI TECHNOLOGIES CO., LTD. Huawei proprietary. No spread without permission. Page 6
Savings and Earnings by Huawei CEM Platform (Overview)
Group Group Group Group Group

C T B N D
OPEX Savings in Consumer Savings in Technology Revenue Generating by Efficient Operations in Digital and Marketing Impact
Operations Operations and Service Business Services (CEM Network Strategy and Core to OPEX Savings
Management Monetization) Support
Efficient CC activity and reduced Reduced number of End Users B2B Support, SLA Reporting, Efficient planning, roaming Digital channels reduce
number of complaints TT, less time for demarcation Account Management support, LTE users migration Customer Care Support efforts
per TT
1.5 Mio 0.4 Mio 1.3 Mio 2.5 Mio 0.9 Mio
Estimated benefits from CEM Platform on a level of 6.6 Mio per year
NPS Multi SIM usage Third Party
Improvement Demarcation +15-25 Mio /
Churn Location based Other cases year
Prediction Marketing By additional use cases, not requested in RFP
Huawei is happy to propose / demonstrate / discuss
Content

Huawei SmartCare®
Use Cases & Demo SQM Pilot Moscow
2G/3G/4G User NPS Customer Care

3V Demo
Migration Assistance
Churn
First 30 days Roaming Service
journey Quality Assurance
Digitizing
CEM vs SQM
Customer Care
Architecture & VVIP Service Quality
Platform Assurance Persona Based
Experience Assurance
ARPU Driven Enterprise (B2B) Service Service Operation

Value-Experience
Network Planning Quality Assurance Matrix Migration Centre
Content

2. SmartCare® Business Value on a Customer Cases
Huawei SmartCare®
Huawei SmartCare® is Leading the CEM Industry
…delivered projects with tangible value
Indonesia: Revenue Improvement
• ~10% revenue increase from high value users
China: Churn Rate Reduction

• Prepaid churn rate reduced from 5.17% to 3.66% within 12
months
Denmark: Quality Benchmarking Improvement

• No.1 in 3rd party quality benchmarking
Global Market Reference KSA: Propensity to Call (PTC) Reduction
• VIP service quality issues reduced by 90%+ within 6 months
• Serving 40+ Service Operations Centers for
14 of GSMA Top 30 Operators Ghana: NPS Improvement
• Helped 120+ networks to improve network & • NPS of business elite persona improved by 10pts
service quality
Huawei CEM World Class
Mobile Covered Vendors
Customer Project Technologies Scope Use Case Key Benefit
Subscriber （Wireless）
1. Customer Complaint TT reduced by 30% ~ 60%

Traffic Insights /SQM/VIP CARE
XL Indonesia GSM/UMTS/LTE 60M HW, E/// average in different regions
/CCA/CCH
2. MTTH improved 60% average
1.VIP trouble tickets reduced by ~90% within 24

SQM/Roaming Performance Mgmt weeks
STC Saudi Arabia GSM/UMTS/LTE/Fix 27M HW,E///,NSN VIP CARE /Marketing /Campaign 2.MKT Support Capability Improved
Support 3. Ramadan & Hajj’s successful guarantee greatly
improved STC’s reliable brand image
1.MTTD : from 3 hours to 0.5 hours
2.Billing enquiries / complaints handling time:
SQM/Roaming Performance Mgmt/VIP
PCCW HongKong GSM/UMTS/LTE 3M HW reduced 60%
CARE /CCH/CCA/OTT Analytics
3.Provides proactive care to 9000+ high value users
1.Customer satisfaction improved by 20%

HW , NSN , AL, CCA/CCH/Service Quality
Mobile zhejiang GSM/UMTS/LTE 55M 2. Reduced OPEX compared with traditional DT
ZTE , Datang Management/Smart CAPEX
SQM/Enterprise Assurance /CEI

1.Complaint Rate Reduced by 37.6%
Unicom Shanghai UMTS/LTE 6.5M HW,NSN,ZTE Dashboard/Smart CAPEX/Churn
2.VIP Complaint Rate Reduced by 31%
Prediction/NPS Analytics
End-to-end Session trace
1.Network quality score No.1 in Denmark
TDC Denmark GSM/UMTS/LTE 3.2M HW,E/// /SQM/Roaming Performance Mgmt
2.Ps data traffic increased by 3 times
VIP CARE /OTT Analytics/Smart CAPEX
HUAWEI SmartCare® 3rd Party Partners
Cross-Channel Feedback Management
Customer
Experience
CE Consulting Digital Channel
Assurance
IT NOS,SQM
And CEA equivalent
Service
IT Solutions
Quality
Management
Probe
Network
Optimization GEO-Location MV OSS/AFP/ACP
Services
Innovation
with
Industry
Forums
Thank you
Copyright©2015 Huawei Technologies Co., Ltd. All Rights Reserved.
The information in this document may contain predictive statements including, without limitation, statements regarding the future financial and operating results,
future product portfolio, new technology, etc. There are a number of factors that could cause actual results and developments to differ materially from those expressed
or implied in the predictive statements. Therefore, such information is provided for reference purpose only and constitutes neither an offer nor an acceptance. Huawei
may change the information at any time without notice.
Appendix & Supportive Materials
Huawei SmartCare®
Group C – OPEX Savings in Consumer Operations
Group Summary (details in further slides):

C Reduction of AHT of massive network issues related calls by 15% (1 min savings per call)
Reduction of AHT of technical incident related calls by 10% (1.6 min per call)
OPEX Savings in Consumer Improved FCR by 20% by automated root cause analysis per End User
Operations
Improved SQ / CE leads to deduction of complaints by 20% with less complaints calls
Efficient CC activity and reduced

number of complaints
Expected savings start from 1.5 Mio GBP per annum
1.5 Mio
Detailed analysis and planning supported BC calculation for OPEX savings

Consumer Operations OPEX Savings Calculation Approach
Number of TT related Calls Huawei Required Personnel

CEM
All All Calls

AHT ~ 6.3 – 6.8
Retail
8,500
Rest Calls
Calls Information / (Sales,
Target min
Call
(est.)
11.00
Sales Tariffs,
Marketing Marketing
Time 0
Approach
Resolved at 3.5 Marketing

, first call 6,677,196
86 Query / Usage
/ Issue
FCR=70%
(Benchmark) FCR min per year
9 Query / Staff
Mio
Usage
+ (CC &
per
Complex Issue
/ Complaint Complaint  AHT 12
Complex
Issue
Call
Centre Retail)
s 4,928,407 2,500
year
Trouble
Incident / 1,059,872 Tickets 30% min per year (est.)
16 Incident
 TT
0.012% per
Service User
Request
EE Benchmark Ofco Benchmarks EE

RFP s m RFP
Huawei expects significant savings in Call
Source
EE Centre by CEM Platform Implementation

MetricNet
Results
Details – please see next page
Call Centre OPEX reduction – details and clarifications
What How Benefits
Network issues calls
Assumed performance impact
15% 1.2M
CE / SQ deterioration caused by network elements fault per End
only for the 7.4% of calls
User will be seen in CRM system for CC L2 staff) – 18 sec savings
per call
 AHT Complaints calls

Impacting 0.31% of
0.03
10%
Demarcation on End User Level with pre-resolution by CEM all calls (only
Backend system for CC L3 will reduce technical incidents calls time technical incidents)
by 1.6 minutes per technical incident call
M
Network issues calls

Pre-automated root cause identification by CEM Backend for CC L3
FCR 20% helps to correlate known network issues with CE / SQ thus to

reduce number of TT to NOC/SOC and to reduce time for the ticket
creation
Assumed only 0.2M
0.37% of all calls
refer to TT creation
Complaints calls
0.07
20%
General improvement of Service Quality / Customer Experience
 TT will help to reduce potential number of complaints and will reduce
Assumed only
M
number of calls 1.23% of all calls
are related to
technical
£ 1.5 M
per year
Group T – Technology Operations and Service Management Savings
Group Summary (details in further slides):

T Reduction of AHT by automated demarcation within the End User TT resolution
CEM Platform allows to demarcate the issue automatically

Savings in Technology Demarcation includes demonstration of the NE in the chain
Operations and Service
Management Demarcation includes statistic and status per NE
It helps to save time and not to address to many systems within the demarcation
Reduced number of End
In BC the time reduction (for demarcation only) is counted on 50% level
Users TT, less time for
demarcation per TT

0.4 Mio
By experience from many MS projects Huawei foresees even higher benefits

Technology Operations OPEX Savings Estimation (EU TT related)
Applicable only for End User
Trouble Tickets and reduces only
demarcation time (it gives 13% of
improvement time for the whole TT
resolution time)
What How Savings

Demarcation time
CEM shows NE chain impacting CE / SQ and NE
50% status – this helps to avoid querying of many 0.4M
systems for demarcation check
End User TT only
£ 0.4 M
per year
Business Services – Efficient Operation and extra Revenue
Summary (details in further slides):

Group Enterprise Monitoring and SLA Management
B Automated operations by CEM Platform will allow to significantly save OPEX
Additional revenue / benefits were not counted here:
Huawei has a dedicated Use Case Enterprise Assurance
Revenue Generating by
Business Services (CEM Estimation of extra revenue by UC Enterprise Assurance requires more input from EE
Monetization) Huawei suggests to have a workshop with EE to estimate additional value for EE
New SLA offers for EE Enterprise Customers (per year)

B2B Support, SLA Reporting,
Account Management SLA and KQI* visibility for CE will be given to Enterprises
BC calculation includes expenses for the network optimization to fulfill SLA
1.3 Mio Expected savings start from 1.3 Mio GBP per annum
Extra support for Enterprises / B2B customers and Account Management

* KQI – Key Quality Indicator
Enterprise Monitoring and SLA Management
W/O
Platform
CEM
Platform
Major
Preparation of monitoring per VIP /
Enterprise User(s)
43.75 6.25 Savings
Platforms allows to load IMSI of Enterprise and to get all locations, NE,
KPI, and KQI Indicators (otherwise it would be required to find all
information, address, find cells and collect manually) – here is example
for 100 Enterprises is shown
Create / Review set of KPI in an
additional report per Enterprise 6.25 0.50
(once a year)
By CEM Platform alarms will be generated automatically for every VIP
Monitor and review KPI per / Enterprise user. No need to monitor or to check reports on a daily
4.17 0.50
Enterprise (daily) basis (assumed manually it requires 20 minutes per day per Enterprise
– so 4 people in parallel work)
Generate a report on a monthly CEM Platform will generate reports automatically on a weekly /
6.25 0.50
basis per Enterprise monthly with minimal efforts per employee
Mandays per year 1041.67 122.75
~ 5 people
Man days difference 918
savings £ 0.29M
per year
Only OPEX savings are counted (Enterprise appreciation – is a bonus)

Enterprise Monitoring and SLA Management
Approach: Benefits:
Enterprise gets SQ reports CEA* is a strong differentiation factor for Enterprises
Either automated reports or online portal can be given* Such an approach can help to secure business
Enterprise pays 5% more on a monthly basis Either to reduce churn or to increase market share
Assumed – 10% of customers would go for it Assumed 0.1% market share increase
Outcome:
Accumulated income will be completely spent for dedicated optimization
So it will become a Service Quality Assurance approach £ 0.98M

or per year
No price increase – optimization costs to be covered by benefits (See above)
Only OPEX savings are counted (Enterprise appreciation – is a bonus)

* CEA – Customer Experience Assurance
Network Strategy and Core – Efficient Operation and extra Revenue

Smart Investments Planning Approach (Traffic / ARPU / Complaints driven)
Group Analysis and setting up priorities for Cell Planning / Expansion
N Analysis done by ARPU, Complaints, VIP, etc
Only OPEX savings for ARPU driven Planning Process are counted
Efficient Operations in
Network Strategy and Core 2G-3G-4G Users Migration (per year)
Support Identification of the users having LTE capable handset and not using LTE network
Analysis can be done either to identify users with no subscription or wrong configuration
Potential revenue increase (by 5% for 0.5% of only postpaid subscribers)
Efficient planning, roaming
support, LTE users migration
Roaming Customers Traffic-Churn reduction
Analysis of the location / hotspots where EE lose their roamers (due to insufficient coverage)
Recovery of 1.5% of roamers is considered as a benefit for the use case
2.5 Mio Expected savings start from 2.5 Mio GBP per annum
Extra support for Enterprises / B2B customers and Account Management

Traffic / ARPU / Complaints Planning driven – OPEX Savings
By ARPU / Complaints driven Planning EE can

achieve better ROI and generate new revenue
streams – all those will bring extra benefits for EE,
which are not presented in BC at the moment (extra
bonus)
Business Case
Manually with By Huawei CEM

supportive tools Platform
583 VS 60
£ 0.17M Man days Man days
per year
2G-3G-4G Users Migration – Additional Revenue Generation
Data Collection Initial Output Segmentatio Proposals

n
Network & Business 3G Users
Consulting (4G Phone Locked in
3G Network)
Approach
Traffic 2G/3G Users

with High Data Network Proposals
Probes CEM User Behavior Traffic
(4G Phone)
Strategy & Implementation
CRM Platform Terminal

2G Users
Package (Low Data) Marketing Proposals
Campaign & Migration
2G Users
Voice Only
Assumed: 0.5% of
Assumed: 5% of 1.3 Mio GBP
current postpaid
monthly ARPU additional revenue
customers per year to
increased per user per year
be migrated
Roaming Business Leakage Retention – Additional Revenue
Huawei CEM Platform can

demonstrate areas with last
Step1: Lost roaming user detection
Step2: Collect lost roamer location Step3: Prioritize network quality roamers activity – areas of
details (Cell ID) optimization
roamers losing
Areas with high

Inbound roamer
losses
Assumed: due optimized This is expected to

network the number of
active inbound roamers bring min 1 Mio
will increase by 1.5% GBP per year
Digital Marketing – data usage / CE / SQ Info via MyApp and online*

Group Data usage and network experience details to customers via MyEE and online:
D Ability for end users to query / see data usage via EE online or App
Customer Care efforts reduction due to digital channels migration

Digital and Marketing Impact
to OPEX Savings
Simplification of the data queries by CC Agent by only one tool (instead of existing three)
Assumed agent can query information from IT system by 2 minutes shorter than before
Digital channels reduce
Customer Care Support efforts Applicable only for the data query calls (assumed 1.7% of all calls)

0.9 Mio
This case requires more detailed analysis dependant on number of queries

* As there is no specific technical requirement in RFP for CEM tool to support MyEE or online complaint, MyEE or online complaint support is out of the proposal scope and needs further discuss
with EE Page 28
HUAWEI TECHNOLOGIES CO., LTD. Huawei proprietary. No spread without permission.
Data Query Calls Efficiency Improvement – OPEX savings
What How Benefits

Impacting 2% of all
calls (only data
Data Query Calls usage queries)
 AHT 2 min CC Agent can use only one tool for Data Usage
query (instead previously 3 tools) – this will help 0.6M
to save 2 minutes per data query call
Data Query Calls

Online Portal or / and APP integrated to CEM 0.29
 PTC 10% Platform (to get query results) may help to reduce
up to 10% of data usage requests
M
Impacting 2% of all
calls (only data
usage queries)
£ 0.9 M
per year
Appendix & Supportive Materials

2. Use Cases Set
Huawei SmartCare®
3V Demo – Supportive Materials
VIP / VIS / VIA Proactive Care Overview
VIS VIP VIA

(Very Important Service) (Very Important Person) (Very Important Area)
Voice Service Enterprise Clients Key Areas

Call drops / MOS Throughput / PDP Attach Airport / Urban Highway Area /
Central Business District /
M Web Service
Response / Delay
VVIP
University Area / Industry Park
Monitoring
Voice/ Web / Streaming
Streaming Service 4G/3G downgrade 3G/2G rate
Response / Delay / Stall / Disconnect Special Events
Exhibitions/ Concerts/ Sporting
Highlighted KPI Roaming Clients Events
Throughput / Traffic / PDP Attach Voice/ Location Update
D
Demarcation
Alarm Rules & Ticket Dispatch Methods KQI/KPI Rules
R
Resolution
• Core Network Issue Resolution
• RAN Issue Resolution
• SP/OTT Issue Real Time Reporting
• Device Issue Resolution
3V Dashboard
35
3V Demo – end of supportive materials
First 30 days journey – Supportive Materials
First 30-Day Journey
Winner of “Best CEM Culture Transformation Program”
Business Objectives： Customer Experience

 Improve Position in High Value Management：
Post-paid Market  First 30-day Experience Assurance
 Exploit First Mover Advantage (ICT Journey)
from Early LTE Launch
Complete View of the 30-day Journey
Complete View of the 30-day Journey
First 30 days journey – end of supportive materials
Architecture & Platform – Supportive Materials
Network Data Sources
Cx/Dx/Sh Domain Interface Protocol
CSCF Abis RR/BTSM
Wireless
Iub NBAP
Mg/Mi/Mk/Mm/ HSS
A BSSAP
Mr/Mw/Gq
Gi S6a IuCS RANAP
GMSC
Nc BICC/ISUP/SIP
SGi S5/S8 Core CS Nb RTP/RTCP
HLR Mc H.248
GGSN PGW SGW C/D/E/F MAP
D Gr Gn
MSCb E S4 CAP CAMEL
S11
SMSC Gb BSSGP
SGSN IuPS RANAP
Nc MSCa
S3 MME
Core PS Gr MAP
Mc Gn GTP
Gi Gi-U, Gi-Radius
MGW Gb
Iu-PS Gm, ISC, Sh/Dh, Cx/Dx, Mr,
Nb
Iu-CS S1-MME IMS Mx, Mi, Mj, Mg, Mw DNS
SIP/Diameter
A S1-U
S1-MME S1-AP
GSM UMTS LTE S1-U GTP-U
S6a Diameter
Abis Iub S5/S8 GTP
LTE S11 GTP-C
SGi TCP/UDP
S4 GTPv2
S3/S10 GTP
Platform Architecture
500 Gbps probe capability & 1800+ protocols identification
Applications Interface Module
Marketing Real-time Module
VIP Customer Churn 3rd Party
Application SQM
Assurance Care Assistance
Campaign
Prediction
…
Apps
Support Off-line Module
Layer
System Mngt. Integration 3rd Party Systems
Data Service Provider Interface Access Control & Security Framework
Job Manage
TT Process
Data Integration and Share

Real Time Processing Data Storage & Data Mining Center
Scheduler SMS / Email
Platform Monitor SSV EDW Spark, SQL
CMS
Layer Meta Data
PM/FM
In Memory Computing
CMDB Hadoop
CEP Batch Processing CRM/Billing
Self Manager PCRF

Data Adaptation
Data Source Data Source Data Source

Layer Passive Probe Active Test Data Embedded Data(CHR) PCRF FM/PM CRM TT
Platform & Data Source Exposure (Big data, Openness)

Service Modeling Alarm Management Fault Tree
Self - Definition System Integration Data Sharing
Data Collection, Adaptation and Processing
CEM Platform to deliver value through use cases
Customer Care Service Quality Management Customer Experience Management
Efficient Assistance for Proactive and preventive Big Data Analytics and E2E view on
Customer Complaints management of service quality customer experience with business
Customer
Management impact
Care
ITMS
Web-based Application Presentation Layer
FM
Report
Engine
KQI/KPI
Definition Dashboards SEQ Analyst Alarm
Management
Role & Auth
Management
Log
System
E-Mail Server
Data Mediation and Preprocessing Subsystem
SMC
CS & PS Data
Other
Fixed Management Platform + SIG / system
NetProbe… Net-Probe Discovery-Geo Mobile Agent
Big Data
IPTV / Broadband Mobile Networks (2G/3G/LTE) Other sources
Value through Use Cases for Operator’s needs

Architecture & Platform – end of supportive materials
ARPU Driven Network Planning – Supportive Materials
Quality Brand Experience & Value Driven Site Ranking
Sites Ranking Model

Network Centric Value & Experience Centric
Customer
Coverage Experience
Performance f(x)
Modeling
Traffic
Value Site Ranking
Terminal
Complaint
Network
Centric
Value/experience Classified Model
Customer Experience（CEI）
High CEI > 3
Zone 2 Zone 1
****K Subs.（63%） ***K Subs.（29%）

** MUSD（31%） ** MUSD（60%）
VALUE
Low Monthly Fee < 18.6$ Monthly Fee > 18.6$ High
Zone 3 Zone 4
***K Subs.（5%） **K Subs.（3%）

** MUSD（3%） ** MUSD（6%）
Low CEI < 3
23.7%
Zone 4 Target Sites
Traditional KPI Focused

TOP 1000 Sites
Matched with Traditional KPI
Focused List
ARPU Driven Network Planning – end of supportive materials
2G/3G/4G User Migration – Supportive Materials
2G to 3G to 4G Subscriber Migration Matrix
Network optimization
4G
Network Customer contact
Marketing activities
1 4G subscriber
2G/3G Terminal 4G Terminal
5 2/3G high traffic subscriber 6 2/3G high APRU subscriber 4 No 4G contract subscriber
7 3G fall back subscriber 8 3G terminal locked 2 4G fall back subscriber 3 4G terminal locked in 2/3G subscriber
in 2G subscriber
9 No 3G contract subscriber 10 2/3G low traffic subscriber
11 3G Subscriber
2G/3G
Network
User Segmentation
Migration Analytics to Action Overview
A Fall back subscriber ： 4G device terminal using B Terminal locked subscriber： 4G device model terminal C Potential subscriber：Need marketing support
2/3G network locked in 2/3G network

4 No 4G contract subscriber
2 4G fall back subscriber 3 4G terminal locked in 2/3G subscriber 9 No 3G contract subscriber
7 3G fall back subscriber 5 2/3G high traffic subscriber

8 3G terminal locked in 2G subscriber
6 2/3G high APRU subscriber
Influence factors
Network Marketing
Other
Coverage RF Setting Others Terminal Contract Package
s
Action
Network service quality optimization Terminal sales Customer care & Package adjustment
promotion marketing
Best Practice in Operator U
1.7 million of 2G subscribers migrated to 3G
MB / Data Subscriber / day G byte / day
12% 87 66% 36%

By Migration
1000
30%
13.9 15.6
3.320X 800 Natural Growth
( 2013)
2700 2700
8% in 2013
2014/4/3 2014/8/21
2G 3G 2014/4/3 2014/8/21
1.7M 2G Subscriber Migrated to 3G 20X Traffic Uplift of Migrated Subscriber 66% More Traffic Increase
Operator has 0 cost
1. PSPU capability
2. Device type correlated with traffic type
3. Segmentation base on subscriber behavior
2G/3G/4G User Migration – end of supportive materials
Roaming Service Quality Assurance – Supportive Materials
Solution Overview
Roaming Quality
monitoring
Roaming Service Quality

Analysis
Performance Steering
Analysis Analysis
Roaming Quality Monitoring
Select carrier Select KPI Configure threshold Perform monitoring
Key Monitored Contents:

• Number of inbound and outbound roamers
• Historical trend for the number of inbound and

outbound roamers
•Specified KPIs and carrier
• Top poor-quality carriers ranking
• Supports drilldown to trend analysis.
• Interfaces include MAP, CAP, ISUP, Gp, IuPS,

S1MME, S8, and S6a.
• KPIs of LU, Voice, SMS, and Data services

Performance Analysis
Roaming performance Roaming LU SR (%) History
Inbound and outbound roaming KPI
KPIs
Performance Performance Trend
Ranking Trend 100
95
ranking
Roaming KPIs ranking by Roaming performance 90

country/carrier/region historical trend by
country/carrier/region
China Canada
Failure analysis and detail record analysis
RAN issue
Problem
SP issue Demarcation
Device issue
……
Steering Analysis
Steering identification Steering failure analysis
Identify steering status of carriers in different Steering failure code distribution

countries
Steering
Country Operator LU Attempt Steering
Success Rate Steering Analysis
A XXX 59545 59545 100%
100%
B XXX 46324 46324
C XXX 41037 28746 70%
D XXX 36928 23654 64%
…… … … …
Steering detail record analysis
Best Practice
Roaming KPI Analysis Roaming KPI Demarcation
Select query criteria, including Time Period, RAT, Roam Type. Using failure analysis and detail record analysis to demarcation
Roaming failure.
Suggestions:
1. Confirm the roaming user has been
configured in the network.
Top 10 country/Carrier list. And then select the indicator such as Failure cause category and cause analysis distribution for demarcation 2. Need check MAP log for detail reason of
Location Update Success Rate. roam failure.
network failure.
Detail Record analysis to see the detail failure information and signal
Using History Analysis function to see the indicator history trend.
flow
Operation Customer Service
International Roaming Analysis Marketing & Sales Digital Service
Background: KPI Monitoring GRQ Reporting Traffic Distribution Gain & Lost Report
International Roaming Issues
• The right partnerships are critical for optimal roaming revenues(Best
Roaming Experience and Appropriate Rate);
• The operator need detailed, prioritized and actionable information to
avoid roaming revenues lost;
• The operator need finely solution to optimize network for increase
SEQ Analyst Platform
roaming traffic
Value Proposition: Local network GGSN

Visit Network
• Increase roaming traffic BSC
SGSN
Gp
 Fast fine and locate inbound roaming barriers IuPS Gp

GRX
Abis
 Indentify the outbound roaming destination gaps BTS
2G (PC Gr GGSN
U) HLR SMC
• Avoid roaming revenue lost
 Detect roaming fraud behaviors Gb
A
CD
MAP
HLR
E
 Provide proofs for controversial roaming billing settlement IuCS
CAP
ISUP
SS7
• Reduce MTTR of roaming issue Node B
Iub ISTP
3G RNC VMSC ISTP
 Real-time roaming traffic and performance monitoring
 Deeply root cause analyze base on per roamers
• Gain new business opportunity
 Provide competitive SLA to gain more roaming partners
 Up-sell promotion base on rich roaming service analysis
Operation Customer Service
Roaming Business More Effectively Marketing & Sales Digital Service
Analysis roaming KPI and alarm event. ① Fraud： HPLMN send bar to VPLMN to limit the The Customized Report for Specific Roaming Scenario (Gain
calling right , but VPLMN not receive the bar and Lost CELL List)
Analyze roaming failure cause
Best Partners and New Partners Insight

② Steering： HPLMN steer roamers onto best
Partners Network Quality Insight partners networks to ensure QoS and cut costs Detect the inbound Roamer first visit
 CELL
③ Anti-Steering：VPLMN reserve theHomeinbound

roamers onto network to increase revenue  Detect the inbound Roamer lost CELL
PLMN
Anti-steering is proscribed by the GSMA

Roaming Analyses help operator run Roaming Audit help operator avoid roaming Roaming Gain & Lost analyses help operator
roaming network more effectively revenue lost promote the roaming traffic
• Real-time roaming traffic and performance analysis, deeply • Roaming audit can help operators to prevent revenue losses • Roaming Gain & Lost analyses can help operator to increase
cause analyze base on per roamers, It can help operator through find: number of first visiting roamers and roaming traffic through
reduce MTTR of roaming issue and gain new business  Fraud calls: Cast back the lost revenue optimize following cells:
opportunity  Steering: Perfect QoS and cut costs  Top cells for roamers may be lost to competitors
 Which operators have the bad or best networks? Why  Anti-steering: Visit PLMN Increase roaming revenue ,  Hot cells for first visiting roamer
cannot connect to network? but Home PLMN is a casualty
 Which operators should be your best partner with?
 Which operators should be your new partner with?
Roaming Service Quality Assurance – Supportive Materials
VVIP Service Quality Assurance – Supportive Materials
VIP Assurance
SQM VIP Care Customer Care Churn Predict NPS Analysis CEI
360°VIP Understanding:
• What application the VIP is using.
- HTTP, Video, MMS, WAP, FTP, Email, Voice, SMS
• Where the VIP is.

• What handset the VIP using.
VIP Report
• What network assets are being using.
• What errors the customer experiencing.
Used to:
• Understand the VIP Failure in real-time. VIP Analysis
• Fast analyze any problem of VIP.

• Measure the impact of service decline to VIP.
• Provide data source to evaluate the QOE of VIP.
• Steer the optimization to improve VIP experience. VIP Tracing
VIP and VIP Groups Real Time Monitoring
CS Service : Voice, SMS
VIP Management : PS Service : MMS, Web, WAP, Streaming,
VVIP Monitoring --1 minute interval
Email …
• 1 000 VVIPs Real-time Care
• 2 000 VIP Groups Under Real-Time Care

VIP Subscriber
• Voice service and packet service. Failure Alert VIP Subscriber
Location Map
• Drill down analysis to call trace
Customer Group Management:
• Grouping customer by data consumption

volume, spending characteristics, device, VIP Group Management –5 minutes interval
etc. VIP Group CS and PS Service Quality monitoring
• Analysis by distribution, terminal, root

cause
VIP Experience Insight
Start from 21:00,09 May 2016
Her video stalled frequently User 1, High revenue generator
Like surfing in internet and prefer
Youtube
Experience Insight
Failure history analysis
Location Analysis
Real-time KQI alarm triggered Device Analysis
Device Device Operation Service Service Service Failure
Time User Service Failures Type Brand System Failures Requests rate(%)
C5 Nokia S60V3 6 10 60%
2012-10-09 21:00 User 1 Youtube Streaming Stall Frequency
over threshold
over threshold
over threshold
Discover VIP’s service abnormity within 1 minute

VVIP Service Quality Assurance – Supportive Materials
Customer Experience from whole Customer Journey
 Advertisement
 Product Information Here are touch

 Product Comparison
points within a
 Subscribing
 Activating complete
 Using
Customer
 Paying
 Requesting for Help Journey

Consumer  Resolving
 Prolonging / Canceling
Journey and Touch Points – Experience is in between
Clarification / Selecting and Checking Activation / Prolong / Decision for
Paying
Understanding the product Subscribing credibility Billing Expand Cancel
Advertising Churn
communicatio
n / First
Contact
Change Request
Using
The most time
consumers are
Getting
here
resolution (but not only)
Trouble resolution Sharing Experiencing
request
Pro-active care Contract

Selection Billing experience Prolongation Churn
Experience Experience Experience Experience
Response Trouble Resolution Experience

Use
CEI
Experience Activation Experience Experience
KPI from each Point to create CEI of End User
Clarification / Selecting and – CustomerActivation /
CEI Checking Paying
Prolong / Decision for
Experience Indicator
Expecting
Advertising Churn
communicatio
n / First
Contact
Do you already
Selecting Change Request
cover complete
Using
Buying
Getting
resolution
0 2 4 6 8 10
Customer
Using
Experiencing
Trouble resolution
request
Sharing
Journey for your
Sharing User
CEI = F(CEI1,CEI2, .., CEIN)
Selection Billing
Pro-active care Contract CEM? Churn
experience Prolongation
Prolonging Experience Experience Experience Experience
Some Touch
Response Trouble Resolution Experience
Use
CEI
Experience Activation Experience Experience
Points
examples
Snapshot to show Impact to User Experience
Paying
Advertising Churn
communicatio
n / First
Contact
User GGG
Change Request
User HHH
Using User PPP
User AAA User AAA
User BBB
User CCC
User DDD Getting
resolution
Trouble resolution Sharing Experiencing

request
User XXX
User YYY
What is the real most concerned User ZZZ
Have you got a system to see CEI for all Touch
factor for majority of Users? User DDD Points?
How many users at this moment stuck in Activation or waiting for Trouble Resolution?
How it works – Info to be gathered from whole ICT
CRM / Shop / eShop Portal Provisioning Billing Customer Surveys

Advertising CC Sales Network & Care
Probing Report Example:
Response Rate
Response Time
Best Response Time Window
etc
Big Data Storage CEM Platform Reporting
Profiles Mediation Aggregation Profiles
Events Analysis Gathering Events

Paying Report Example:
First Page visit
Purchase rate
Advertising Abandoning page
Churn
communicatio etc
n / First Change Request Using
Contact Getting Trouble resolution
resolution request Sharing Experiencing
See at whole and by details to improve by Influencer
CEI (or NPS) Marketing Billing Network Customer Care Operation
Unhappy customers: Happy customers:

•User AAA •User XXX
•User BBB •User YYY Cumulative Customer Revenue
•User CCC •User ZZZ
•User DDD •User XYZ Experience Indicator Loss / Gain
Huawei’s CEM Solution under the name SmartCare®
Experience Problems
Experience Visualization
Quick Demarcation
• Customer Journey
• Experience Problem
definition, E2E experience
demarcation to decrease
gathering and
visualization CEM Solution customer complaints
Various Report/Use Case

Service Quality
Management
• Various report generation based on
Big Data Analysis
• Huge application analysis with
real-time monitoring for the service
quality visualization
Service Quality Management
CEM or SQM
What is the difference?
What kind of service we manage quality for?
Voice
Simple Question
SMS
Internet
What kind of
WAP / MMS
services you deliver
to your End Users?
? M2M
YouTube?
Facebook?
Instagram?
It is hard to manage quality of services for non-own ser

From QoS via Service Quality to Customer Experience
Service
QoS Quality
QoE
VS
Service Customer
QoS
Defined by ITU many years ago: Quality QoE
Experience
 Throughput
Voice Messaging Customer
 Latency
Experience
 Packet Loss M2M WEB Service
 Jitter
SQM is a typical entity existing almost in all network ope

From Service Quality to Customer Experience
(Committed)
Quality Experience
User 1 User 2
UC 1 UC UC
2 3
Service
Expectations SLA / Promise Expectations capabilit
Quality versus User 1 User 2 y
Experience Quality Satisfaction Quality Satisfaction
Use Case 1
Use Case 2
Use Case 3
CEM correlates real Experience and Customer Expectations

CEM Summary – from traditional QoS to QoE driven CEM
Business Benefits
Enhanced SQM by
Service Quality customer journey and Efficient
and Quality touch points
CAPEX
Alarms
OPEX
Business
Savings
Service
Efficient driven by
New
Troubleshooting Centricity
Customer Revenue
User Streams
Experience CSAT
Regular Network &
Objective (experience) NPS
Optimization + Subjective
Churn
(expectations) Retention
Enhanced operation + User Experience

Traditional SOC Oriented operation
CEM is a new way of Business in Digital Telco World

Net Promoter Score
VALIDATE POSITIVE IMPACT OF IMPROVING NPS
UNCOVER NPS INFLUENCING FACTORS PER PERSONA
 Factors Where The Customer Expectation is High are HYGIENE FACTORS. Good Performance Reduce Detractors and Negative WoM.
 Factors Where The Customer Expectation is Low Offer an Opportunity to Delight. Good Performance Creates Promoters and Positive WoM.
PERSONA BASE NPS IMPROVEMENT APPROACH
Reduce Detractors & Monetize Promoters
VALUE DELIVERED IN PRACTICE WORLD
NPS Improved 10pts with $1.2 Additional Earning
NPS Detractors – not a one but many different groups
What to do?
All Users are different and their concerns

are different
We cannot simply improve NPS by same

Why tariffs are
so complex?
Why I cannot
make a call?
/ one action(s) for all users
≠ What to do and where to start?
≠
Why Web Detailed view on Promoters and
loading time How can I
is so long? check my Detractors with particular step(s)
balance?
for every group
Net Promoter Score Prediction Framework
Setup Pattern Recognition Mass Application Predictive NPS Score Outcome
100+
Random Forest Selected Algorithm Training Sets Users Score
Algorithms
User 1 4
Live Engine Run 8K Libraries for Combined NPS DNA NPS Predictive score User 2 8
Seed Model NPS survey samples patterns for every user per individual user
…
User N 3
Surveyed Focus Group
DNA Maps MSISDN Score
Regions NPS
Combined NPS 8126***1 6
DNA Patters City 1 48,8%
8125***7 9
Detractors Passive Promoters
City 2 54,5%
8122***8 2
… …
City N 85,1%
Best Survey
DNA Validation Process Users
Time
Patterns
User 1 13:00-14:00
+ Prediction Survey
• 8000 DNA-pattern maps Results Results User 2
• Source: 24 countries DNA Patterns learned …
• Approach: Individual User from Global NPS
Experience User N 85,1%
Level
CRM & CRM & Survey CRM & CRM & Geo-Map, Table, Top users /
Probes Probes Probes Probes
Billing Billing Data Billing Billing cells
Let us imagine – measured NPS is 10 (%)
0-2 3-4 5-6 7-8 9-10 0-2 3-4 5-6 7-8 9-10
10
0-2 3-4 5-6 7-8 9-10 0-2 3-4 5-6 7-8 9-10
Shall we use same improvement mechanism for every case?

Address Expectations of every NPS Score Group
Quality Excellence User Centric Differentiated
Coverage VMOS Fast response Benchmarking Personalized services
Call SSR Video Quality Pro-active care Best capability Omni Channels
Billing CDR Digital Channels Newest technologies Innovative
Availability / Integrity & Communication & Exceeding Personalization &

Accessibility Service Quality Resolution Expectations Empathy
NPS
Group 0-2 3-4 5-6 7-8 9-10
Actions From Stable Performance Best Network &

User Oriented Operation
to Excellent Quality Best Operator
NPS Demo
Churn Prediction – Details
Why we should manage Churn?
• New subscriber attraction cost is 3..10 times higher than retention cost
• Loyalty decrease of 5% causes 25% revenue loss
• Packages/tariffs promotion success rate is only 15% for new subscribers,
while for existing subscribers it's 50%
• Annual churn decrease of 5% might increase revenue by 25-85%
FORMULA OF ANTI-CHURN
Methodology
Better Result by Experience Oriented Churn Detection
SmartCare Churn Prediction Model Traditional Churn Prediction Model

Based on Experience Data (OSS+BSS Data) Based on BSS Data)
User decides to leave
Usage Transition Real Churn Churn Point

Point Point Recognized
By System
Golden Period Transition Period Fake Living Period
Time
Experience Attitude Behavior
HUAWEI Churn Prediction Solution Highlight
Transition
Usage Point
Decide to leave
Customer Experience based

analytics from OSS+BSS data,
with churn probably motivation:
Real Churn
Point
Customer usage based Change operator
analytics from BSS data only
Network Service Campaign Billing Time
4 Months advanced 2-4 weeks advanced
Churn Prediction Model on both OSS+BSS Variables: Churn Prediction Model on BSS Variables:
Recall Rate: 43% Recall Rate: 38%

Top 20% Precision: 65% Top 20% Precision: 62%
Source: China Unicom SH

Marketing Closed Loop
- Retention Process Consulting Enriched By Analytics
Retention Customer Retention Channel & Time

Ranking Segmentation Offer
From customer value only From contract based segmentation From one-offer-fits-all Inside-out Channel & Timing Allocation
MOT Design 1: 6 types of persona MOT Design 2: Various MOT design 3: Outside-in
Customer Value & Influence
based customer segmentation * personalized retention offers for preferred channel & time
*IPR apply processing personas allocation
persona
Current Value Value Chaser Heavy User
Potential Value
Entertainer Family Focused

Influence
Socializer Business Elite root cause

Reference Case
- early predication & MOT improve retention effect greatly
The churn rate of “Retention Group” is much lower than the ones of “Base Case” and “Control Group”
based on accurate & 4 months ahead churn predication with MOT designed retention offer
Churn Rate Comparison

Base
Customers
49.3%
Accurate & 4 moths
ahead and Churn
Prediction Model 5.4%
Prediction 0.87%
List
Control Group without Unicom HUAWEI

Random
retention
Subgroup
Control group Retention group with • Base case churn rate was sourced as Ave. of 2013.
without retention MOT design • The prediction list was generated in Aug 2015.
(20%) (80%) • Control group & Retention group’s churners were verified in Feb 2016
Source: China Unicom SH

Achieved 2.4% Churn Rate Reduction
~49,000 Network
Closed loop
Subscribers successfully retained
during 7 months (Jun-Dec 2015)
2.4 Pct. Marketing

Closed loop
Churn Rate Reduction in 24 Months
136 USD
Subscriber CLV captured
Precision Rate : 77.0%

Recall Rate : 49.1% Project Start
Warning Period : 4 Months advance Source: China Operator S, Churn Rate
Output
Data Explorer Demo – Churn
In this demo we monitor all users to identify churners among them
More details are available with a list of potential churners for actions
Churn Cause Analysis helps to identify Root Causes for churners
The group to address
first
Different value groups show customers that bring more value to address them first
Even the most preferred communication channel identified & recommended
Customer Care Assistance Module
CCA – Call Center Agent Interface
CCA – Data Query Interface
SOC to close the loop in the whole Customer Lifecycle Journey
Service Centric Operations -> Network + Service
SOC
Experience Benefits
 Service Quality Monitoring
Service Content
 Service Quality Alarm
KQI CSAT NPS Consolidation
 Closed-loop complaint
handling
 KQI Demarcation for Data
+ Service
NOC  VIP Care

 Partner with Customer Care
Network
 Fast Response to New Service
launch
KPI SLA MTTR
 …..
External Operation Driven By SOC
Customers
Network Service Customer
Centric Centric Centric
Sales Account
Marketing
Management
Service First Time Fault Precise Fault

VIP Care
Resolution Demarcation
Planning Operation Customer
& Engineering Care
Center
(SOC) Visibility
User Service Terminal Network
3rd Party Visibility Visibility Visibility Visibility
Service NOC
Providers
Telecom & IT Networks
Increase
Attract & Retain SMART CAPEX
Organization Processes Tools Resource
Customers Investments
Utilization
Example of NOC-SOC Synergy
Prioritize Ticket
SOC SQDT Related Service Alarms NOC based on Service
Impact
Create new TT and
correlate with SQDT
No
Service Quality
Monitoring &
Service Problem SQDT Ticket
Exists Troubleshooting &
Demarcation (User & Service Impact) Resolution based on
Reporting TT
Yes
SQDT Override TT with
Service Impact
information from
SQDT
User & Service Impact Request
Verification
Service Operation Centre will enhance customer life cycle
management towards Buying & Sharing Domains
Huawei has delivered already 30+ SOC over the world

123
Separator
Value-Experience Matrix Migration Result in Operator X
Subscriber are shifting towards good customer experience and inline with the
customer lifecycle to grow more traffic volume
Value-Experience Matrix
Average Payload per user

5.27
2.91 Data Traffic usage per user
(MB)
41% 40 increase by 80%
% before after
NQI
33% 14%
CEI
Customer complaint
Reduced by 50%
Janua February Marc
11% 8% ry h
April May June July
High Value User Traffic Low Value User Traffic

Before
36% 17% Traffic
(GB)
90% Increase in high
After
value user data traffic
Value before after
1X.x% improvement in revenue

Separator
General Description
Use Case Name: Enterprise Service Quality Assurance
Description:
 For Enterprise Users SLA Assurance, this service will periodically monitor and analyze the KQIs/KPIs of voice and data services used by
different Enterprise Users with whom the carriers have signed service level agreements (SLAs).
 Enterprise Users SLA Assurance consists of SLA Task Management, SLA Monitoring, and SLA Analysis.
Benefits:
 This Enterprise Users SLA Assurance shows the service quality of Enterprise Users with whom the operators have signed SLAs, helping the
operators to evaluate the fulfillment of SLA commitments to their customers within the validity periods of the SLA contracts.
 Improved Enterprise Users satisfaction and loyalty.
Data Source: System Integration:

 Passive probe data  Passive probes
 CRM  CRM
Activities:
 Enterprise Users SLA Violation Alarm Monitoring
 Enterprise Users SLA Violation Demarcation with indicative suggestions
 Enterprise Users SLA Violation Tracking and Manage
 Enterprise Users SLA Reporting
Solution Overview
Customer quantity Traffic analysis Service KQI analysis Modeling analysis
User quantity trend Range-based traffic Overall KQI information Traffic model
distribution
 User distribution  Traffic trend  KQI trend  Traffic model

 User quantity trend  Application-based traffic  Failure cause distribution  Abnormal user identification
distribution  TOP VAPs
 Range-based traffic
distribution
 User-based traffic
distribution
Methodology
Problem Demarcation and analysis of Problem locating and
import service quality-related problems optimization by network
Management departments
Failure cause identification
EC Exception statistics
RAN problem locating and
optimization
service Terminal
RAN problem CN problem
SP
problem problem
analysis analysis
analysis analysis
CN problem locating and
quality optimization
monitoring
Failure xDR analysis Original signaling analysis Terminal problem locating
and optimization
SP problem locating and

Is the problem
optimization
resolved?
KPIs and xDR are analyzed and problem scenarios are reproduced to quickly locate and isolate problems.
Best Practice
Enterprise service monitoring Service failure analysis In-depth drilling analysis
Analysis on the long duration of 1000 RAB assignment time

EC monitoring information Failure analysis results Analysis Period: (15:00 – 16:00)
Failure category: Wireless access failure is the main category,
Customer name: Shanghai LKL
accounting for 68%.
Counter name: PDP active success rate
Date: 2013/11/12
Cause Category: Long duration of 1000 RAB assignment is the
Location: Shanghai
main cause.
Exception: PDP active success rate abruptly drops by
10% after 15:00.
Trend of PDP Activation Success Rate Failure Analysis on PDP Activation Success Rate
Conclusion
Long duration of wireless RAB assignment time is the main

reason that causes PDP active success rate exception after
15:00 in Shanghai LKL on November 12, 2013. Wireless
access failure mainly occurs in 3G01_Site4_Cell1.
NOC team is advised to check wireless access RAB counter in
3G01_Site4_Cell1 and further locate the problem.
The monitoring result shows the problem, and then the problem can be gradually demarcated through multi-dimensional failure analysis.
Separator
Digitizing Customer Care
Separator
Persona–based Experience Assurance
Separator
Scope of Pilot – Use Case Delivery
No. Use Case Name Description
1 Customer complaint handling • Implement Customer Care system integration with SQM system, help Call Center agents
L1/L2 quickly make reply to complaint calls, decrease FCR, improve complaint handing
efficiency
• Integration with Megafon HPSM system to improve compliant handling efficiency
2 Proactive monitoring and problem • Proactive monitoring of service quality of Megafon Moscow mobile network in different
dimensions, such as cell level, network level, location level, etc.
resolution
• Quick problem demarcation and root cause resolution for service quality problems
3 Real-Time Monitoring of VIP & • Real-time (5 minutes) proactive monitoring of service quality problems for VVIP users
• Quick problem demarcation root cause resolution for service quality problems
super-VIP subscribers
4 B2B clients SLA monitoring • Proactive monitoring of B2B users service quality problems violating SLA
• Quick problem demarcation and root cause resolution for service quality problems
5 Analysis of Terminals • Analysis reports of terminal ranking in brands, traffic, service qualities, etc.
• Customized reports
5 Use Cases supporting operation & maintenance has been defined as the scope of Use Cases delivered in pilot
There is also planned Churn and NPS detractors analytics after 4 months of collected data.
Milestones & Progress
We Are Here
Jan Feb Mar Apr May Sep Oct Nov Dec Jan Feb
01.01 01.13 02.01 03.01 04.0 05.01 09.01 10.01 11.01 12.01 01.01 02.01
Platform Installation, Suspended Power-on & 3.1

Cutover Training
Commissioning Upgrade
3.1 upgrade is Data Check

completed
Cutover got started on Apr 18, Use Case Delivery UC 1 Implementation & Verification MGF Test
almost done, data check work 1. Complaint Handling
didn’t start before project got 2. Real-time Monitoring of super VIP customers UC 2 Implementation & Verification MGF Test
stopped 3. B2B clients SLA Monitoring
4. Proactive monitoring and problem resolution UC 3 Implementation & Verification MGF Test
for own and roaming subscribers
UC 4 Implementation & Verification MGF Test
5. Analysis of Terminal
UC 5 Implementation & Verification MGF Test
• MegaFon requested to have preliminary trial results by end of Oct. 2016

• It’s proposed to focus on Use Case 1 Complaint Handling delivery for phase 1, due to limited time left for delivery
Выполненные работы
1) Оборудование смонтировано, включено и настроено
2) Программное обеспечение установлено
3) Произведены отладочные работы
4) Завершена интеграция с различными IS/IT системами (CC, NRI, TT)
5) Сформирована и русифицирована экспертная система
рекомендаций для L1/L2
6) Настроена и русифицирована система root cause analysis для L3
7) Проведено обучение сотрудников МегаФон
8) Предоставлен доступ к решению сотрудникам МегаФон
Текущие и запланированные работы
1) Проверка полноты и целостности входных данных

2) Калибровка KPI/KQI, установка пороговых значений аварий
3) Реализация, имплементация и демонстрация пяти юзкейсов
4) Расширение проб-серверов и установка TDM-конвертеров
5) Передача системы в пользование
6) Подготовка и реализация юзкейсов по анализу NPS и оттока абонентов
7) Интеграция с Metricell Agent
Собираемые KPI
Voice: SMS: Email:
- Perceived Call Success Rate - SMS Origination Success Rate - Email Login Success Rate
- E2E Call Connection Delay - SMS Origination Delay - Email Login Delay
- Perceived Call Drop Rate - SMS Termination Success Rate - Email Send Success Rate
- SMS Termination Delay - Email Send Throughput
- Email Download Success Rate
WEB: MMS: Streaming:

- Page Response Success Rate - MMS Send Success Rate - Video Streaming Start Success Rate
- Page Response Delay - MMS Send Delay - Video Streaming Start Delay
- Page Browsing Success Rate - MMS Send Throughput - Video Streaming Stall Frequency
- Page Browsing Delay - MMS Download Success Rate - Video Streaming Stalled Time Rate
- Page Download Throughput - MMS Download Delay - Video Streaming Plays
- MMS Download Throughput
Thank you
Copyright©2015 Huawei Technologies Co., Ltd. All Rights Reserved.
The information in this document may contain predictive statements including, without limitation, statements regarding the future financial and operating results,
future product portfolio, new technology, etc. There are a number of factors that could cause actual results and developments to differ materially from those expressed
or implied in the predictive statements. Therefore, such information is provided for reference purpose only and constitutes neither an offer nor an acceptance. Huawei
may change the information at any time without notice.

Service Quality & Customer Experience Management: Huawei Smartcare®

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LTE

1. CEM & SQM & NPM – Huawei’s Capability

Customer Experience Management Service Quality Management

Network Performance Management

Service Operation Centre

Platform Service Operation

1. CEM & SQM & NPM – Huawei’s Capability

-0.5 Mio GBP

Details per stream are presented in further slides

Group Group Group Group Group

1. CEM & SQM & NPM – Huawei’s Capability

2G/3G/4G User NPS Customer Care

ARPU Driven Enterprise (B2B) Service Service Operation

1. CEM & SQM & NPM – Huawei’s Capability

China: Churn Rate Reduction

Denmark: Quality Benchmarking Improvement

1. Customer Complaint TT reduced by 30% ~ 60%

1.VIP trouble tickets reduced by ~90% within 24

1.Customer satisfaction improved by 20%

SQM/Enterprise Assurance /CEI

Group Summary (details in further slides):

Efficient CC activity and reduced

Detailed analysis and planning supported BC calculation for OPEX savings

Number of TT related Calls Huawei Required Personnel

All All Calls

Resolved at 3.5 Marketing

EE Benchmark Ofco Benchmarks EE

EE Centre by CEM Platform Implementation

 AHT Complaints calls

Network issues calls

FCR 20% helps to correlate known network issues with CE / SQ thus to

Group Summary (details in further slides):

CEM Platform allows to demarcate the issue automatically

Expected savings start from 0.4 Mio GBP per annum

By experience from many MS projects Huawei foresees even higher benefits

What How Savings

Summary (details in further slides):

New SLA offers for EE Enterprise Customers (per year)

Extra support for Enterprises / B2B customers and Account Management

Mandays per year 1041.67 122.75

Only OPEX savings are counted (Enterprise appreciation – is a bonus)

So it will become a Service Quality Assurance approach £ 0.98M

No price increase – optimization costs to be covered by benefits (See above)

Only OPEX savings are counted (Enterprise appreciation – is a bonus)

Summary (details in further slides):

Extra support for Enterprises / B2B customers and Account Management

By ARPU / Complaints driven Planning EE can

Manually with By Huawei CEM

Data Collection Initial Output Segmentatio Proposals

Traffic 2G/3G Users

CRM Platform Terminal

Huawei CEM Platform can

Areas with high

Assumed: due optimized This is expected to

Summary (details in further slides):

Customer Care efforts reduction due to digital channels migration

Expected savings start from 0.9 Mio GBP per annum

This case requires more detailed analysis dependant on number of queries

What How Benefits

Data Query Calls

1. SmartCare® Business Value on a Customer Case

VIS VIP VIA

Voice Service Enterprise Clients Key Areas

**K Subs.（63%） *K Subs.（29%）

*K Subs.（5%） K Subs.（3%）