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I am working on a very specific case study regarding Celcon Axiat Berhad.
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I am working on a very specific case study regarding Celcon Axiat

Berhad. A question on tthe grading rubric says "summarize the organizational, management and technology components that added to the problem". I am having trouble identifying them in the case. I copied and pasted the case here. THANKS!


Case Description: CAB*, Malaysia's oldest and largest telecommunication organization, is known for its reliability and quality. Nonetheless, it has struggled to maintain its competitive edge. In 2006, CAB dropped to third place among Malaysian cellular providers. After that time, management worked to turn the company around, and they re-claimed the top spot in their market. This required new technology and business processes necessary to manage the experiences of their customers. To become number one again, CAB's senior management knew that the company had to build better networks and market more aggressively. But the key to success lay in improving the customer experience. CAB believes it's the market's best differentiator. The Malaysia telecommunications market is mature, with few opportunities to acquire new customers. Customer retention is essential, as is taking customers away from competitors. Malaysia's customer base of 14 million is large and diverse, which requires multiple approaches to interacting with them. Older customers prefer in-person service from CAB dealers or retail outlets, while young urban users prefer to do business online. All want reliable mobile service. CAB was saddled with a siloed IT architecture and business processes that could not provide a complete view of customers. For instance, customer data from one system such as billing were not easily available to other systems such as inventory. This is a common problem for mobile providers because carriers have traditionally counted customers by looking at SIM (subscriber identity modules in mobile phones) IDs. However, many customers have multiple devices and SIMs for personal and work uses. CAB needed systems that could identify and serve each customer rather than that person's SIMs. Otherwise, CAB service representatives would waste valuable company and customer time making sense of a customer's multiple SIM IDs scattered among various records in the system. The company wanted to be able to see a customer as a specific person, not a SIM or a number. CAB's solution involved changes to the company's technology, people, and processes. At the core is an Oracle-based business support system (BSS) that consolidated customer records, centralized inventory management, and sped up business processes. This system consolidates customer information into a single view of the customer to improve customer service across online, call center, and retail channels. The Oracle implementation included new customer portal sites and retail stores in addition to Oracle Siebel call center system and Oracle inventory management and Communications Order and Service Management applications. The BSS project team asked about 700 CAB employees in customer service, marketing, retail, and other divisions to list the top 10 experiences that users and dealers wanted, including less paperwork, fast activation, and always having the most popular phones in stock. The BSS transformation team then developed business and technical process requirements based on these top 10 lists and compared offerings from several vendors. CAB selected Oracle as the primary technology provider for the new customer experience management system. The company wanted the most complete suite of customer relationship management (CRM) tools that would support multichannel and cross-channel marketing efforts. Oracle seemed the best fit and had the most functionality built in without requiring additional modifications. CAB's transformation plan entailed retaining some of CAB's existing systems, and the CAB team liked Oracle Communications' modularity and interoperability as well as its cross-channel capabilities. Oracle Communications is a cross-channel product suite that provides a variety of services, including wireless data, broadband data, and mobile voice services. It helps communications services providers such as CAB manage and integrate customer interactions across multiple channels to improve customer support, customize marketing to narrow market segments, reduce problem resolution time, and expedite time-to-market for new products and services. CAB understood the importance of crosschannel customer experiences and wanted to make this differentiate the company among its competitors. Their systems solution allows customer interactions to seamlessly traverse its retail shop, call center, online shop, and partner/dealer channels. The BSS provides a single customer record, regardless of how many services (mobile, landline, and data) and devices a customer purchases, that is populated with data from various touchpoints. By consolidating customer data into a unified customer record, CAB can offer tailored promotions offers in real time that fit a customer's individual history. Their holistic view of a customer includes family relationships. The company is able to see every aspect of service each customer uses, which makes cross-marketing and up-selling more efficient. CAB completed the BSS implementation in just 18 months, replacing 17 separate systems with one seven-module Oracle system. CAB officials explicitly tried to get employees invested in the new system to ensure it aligned with the business. The company enlisted project directors from both IT and business departments. Representatives from marketing and sales chaired the technology selection committees to ensure that people outside of IT were making the case for the project. Top management, including marketing and sales department heads and CAB's CEO, are part of a steering committee for customer experience management that meets every two weeks. CAB's integrated systems make it possible for call center representatives to respond much more rapidly to customer queries. In the past, customer agents needed to toggle between two to five screens to do their work. Now they work with just a single screen, which increases efficiency. Using fewer screens cuts average call-handling time by 15 to 20 percent. BSS includes a new table-based app for CAB dealers that makes signing a customer up for a new mobile phone completely paperless. New phone activation time has been cut from two hours to two minutes. Fewer activations require manual follow-up. CAB dealers and customers are happier. Inventory of mobile handsets at CAB facilities and dealer stores is now centralized and managed using BSS. Dealers can see what CAB has in stock, and CAB inventory mangers can monitor the stock on dealer shelves. More detailed inventory control helps CAB move more products because it can ship fast-selling units to dealers before shortages occur or have marketers target promotions in regions where the company want to move specific products. This would have been impossible before. Salespeople are beginning to use big data collected in BSS to better manage sales by region. CAB is now much closer to achieving its brand vison, pleasing its customers and exceeding their expectations. * Celcon Axiata Berhad Case Questions: 1. Explain the problem detailed in this case encountered by CAB. 2. Summarize the organizational, management, and technology components that added to this problem. (Include a separate paragraph for each of these components - with subheadings.) 3. Describe the business strategy of CAB. 4. Explain the role customer relationship management plays in the CAB business strategy you described in question 3. 5. How did CAB resolve its problem? 6. What organizational, management, and technology issues did CAB have to address by the resolution they implemented. (Include a separate paragraph for each of these components - with subheadings.) 7. Was CAB's solution effective and how effective was it? 8. How did CAB's solution affect the way CAB ran their business? 9. How did CAB's solution affect their business performance?

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