Achieving a designed customer experience across multiple delivery platforms: A telco perspective

'Customer experience' is a term that covers a wide range of activities that take place between suppliers and users of products and services. LaSalle and Britton define it as 'a holistic experience which involves a person - as opposed to a customer - as a whole at different levels and in every interaction between such person and a company' (2003). This research considers a key aspect of such an holistic experience: that which is embodied in the product or service under consideration. In the context of increasing mobile technology convergence, the paper considers new approaches that focus on developing the necessary underlying enablers and common interaction flows that are required to deliver a designed experience, taking into account the increasing number of mobile operating systems and service delivery platforms. Ultimately these models move towards allowing users to 'co-create their own unique experiences' (Pralahad and Ramswamy, 2004). The convergence between IT and telecommunications domains presents a unique challenge to product and service designers. Services are increasingly accessible via multiple delivery devices and delivery networks. This trend has been seen most recently in the advent of Internet based services being delivered via mobile phones where 'mobile service delivery and technologies have become the glue between previously secluded 'telecom' and "IT' domains' (Karrberg and Liebenau, 2006). At the same time network operators are trying to tighten their relationship with their customers by offering 'sticky' services aimed at raising the barriers to customer mobility. These two trends lead to a new design challenge: how to design a recognisably consistent and compelling product customer experience that applies over all delivery services, operating systems and networks. Solutions to this problem have to date been either technology led, focussing on integrated delivery platforms, or reliant on rule-based design. Crucial to this analysis is the 'role Please use this identifier to cite or link to this item

Structured Analogies for Forecasting

When people forecast, they often use analogies but in an unstructured manner. We propose a structured judgmental procedure that involves asking experts to list as many analogies as they can, rate how similar the analogies are to the target situation, and match the outcomes of the analogies with possible outcomes of the target. An administrator would then derive a forecast from the experts information. We compared structured analogies with unaided judgments for predicting the decisions made in eight conflict situations. These were difficult forecasting problems; the 32% accuracy of the unaided experts was only slightly better than chance. In contrast, 46% of structured analogies forecasts were accurate. Among experts who were independently able to think of two or more analogies and who had direct experience with their closest analogy, 60% of forecasts were accurate. Collaboration did not improve accuracy.accuracy, analogies, collaboration, conflict, expert, forecasting, judgment.

A user-centric approach to service creation and delivery over next generation networks

Next Generation Networks (NGN) provide Telecommunications operators with the possibility to share their resources and infrastructure, facilitate the interoperability with other networks, and simplify and unify the management, operation and maintenance of service offerings, thus enabling the fast and cost-effective creation of new personal, broadband ubiquitous services. Unfortunately, service creation over NGN is far from the success of service creation in the Web, especially when it comes to Web 2.0. This paper presents a novel approach to service creation and delivery, with a platform that opens to non-technically skilled users the possibility to create, manage and share their own convergent (NGN-based and Web-based) services. To this end, the business approach to user-generated services is analyzed and the technological bases supporting the proposal are explained

Rural land mobile radio market assessment and satellite and terrestrial system concepts

Market potential exists; the nature of the market in terms of service needs, usage characteristics, service requirements, and forecasting the demand to the year 2000; alternative system cncepts that show promise in addressing the identified needs, in a cost effective manner; and advanced technology requirements associated with these concepts are considered

Service-oriented architecture as a driver of service innovation in newly emerging service systems: An exploratory view

Innovation in services can be regarded as an inter-play of service concepts, service delivery practices, client interfaces, and service delivery technologies. Furthermore, innovations in services are increasingly brought to the market by networks of firms, selected for their unique capabilities and operated in a coordinated manner, referred to as a service system or service value network (SVN). Bringing such service innovations to market by a network of firms requires extensive coordination and integration of data, information/knowledge and processes, while ensuring strategic alignment of partnering firms. In this research we examine how Service-Oriented Architecture (SOA), and its effect on Information Technology Infrastructure Flexibility (ITIF), may act as a potential enabler for recently identified organizational drivers of services innovation in a service system, namely Collaborative Architecture Management (CAM) and Collaborative Organizational Infrastructure (COI). A preliminary qualitative study of a Telco and its partners in the Middle East validates the dynamic capabilities at play in our proposed research model

Ubiquitous Sensor Networks in IMS: an Ambient Intelligence Telco Platform

Ubiquitous Sensor Network (USN) concept describes the integration of heterogeneous and geographically dispersed Wireless Sensor and Actuator Networks (WS&AN) into rich information infrastructures for accurate representation and access to different dynamic user’s physical contexts. This relatively new concept envisions future Sensor-Based Services leading to market disruptive innovations in a broad range of application domains, mainly personal (lifestyle assistants), community (professional users) and industrial domains. The support for this broad range of innovative Ambient Intelligence services urgently demands a standardized access to different WS&AN, and Telco Operators have an opportunity to lead this technological challenge as they evolve towards future Next-Generation Networks. Telefónica Research and Development is a leading innovation company that provides communication services for businesses and consumers. Networks and Service Platforms is a major Telefónica I+D innovation area where new Service Architectures and Platforms concepts are essential for the development of services with a high differentiation value. This contribution describes Telefónica I+D activities directed to the design of an Ambient Intelligence Platform integrating USN concepts over NGN architectures. In our view IP Multimedia Subsystem (IMS) concepts can enable and promote a first generation of Sensor-Based Services where multimedia interactive sessions are enriched with contextual information from WS&ANs. To this end three major design criteria are addressed at three different levels. At the application layer, OMA Service Environment and OGC Sensor Web Enablement are combined to define a specific USN Service Enabler. At the communication, management and control level WS&AN Gateways are defined for integrating WS&ANs infrastructures into all-IP IMS environments. While at the lower level, data and meta-data exchanges with different WS&ANs entities are homogeneously represented using OGC® SensorML standard. Finally this paper concludes by discussing some preliminary business opportunities we foresee for the proposed Platform

End-User-Oriented Telco Mashups: The OMELETTE Approach

With the success of Web 2.0 we are witnessing a growing number of services and APIs exposed by Telecom, IT and content providers. Targeting the Web community and, in particular, Web application developers, service providers expose capabilities of their infrastructures and applications in order to open new markets and to reach new customer groups. However, due to the complexity of the underlying technologies, the last step, i.e., the consumption and integration of the offered services, is a non-trivial and time-consuming task that is still a prerogative of expert developers. Although many approaches to lower the entry barriers for end users exist, little success has been achieved so far. In this paper, we introduce the OMELETTE project and show how it addresses end-user-oriented telco mashup development. We present the goals of the project, describe its contributions, summarize current results, and describe current and future work

Digital Transformation: Digital Leadership Role in Developing Business Model Innovation Mediated by Co-Creation Strategy for Telecommunication Incumbent Firms

Incumbents have a challenge to sustain their business due to new attractive business model offered by new entrants. Incumbent firms are required to transform their existing business to a new paradigm of business which is digital business through developing new capability in business model. In developing innovation in the business model, there is a challenge for incumbents due to existing legacy business and routine process. The fastest way in developing new capabilities through collaboration is called co-creation strategy. In driving co-creation strong culture and visioning of digital leader is required. The study of the digital leadership role in developing business model innovation and co-creation strategy was limited; hence this study has an objective to assess the role of digital leadership, whether it will direct or indirect through co-creation strategy in developing business model innovation. The study was conducted on 88 senior leader respondents. The statistical data analysis used SmartPLS application. The result explained that digital leadership impacts indirectly through co-creation strategy on developing business model innovation. Co-creation strategy plays a mediating role in the relationship between business model innovation and digital leadership