Before I begin my story, let’s go back and revise some elementary school math concepts on profits and losses. I would often wonder why Mathematics would be right before the break and our bellies would often be rumbling with hunger and curiosity over what was packed for lunch……. Sigh! Those good old days…well coming back…
Profit = Selling Price – Cost Price
Easy wasn’t it? Well guess what, this formula does hide great secrets to being sustainable in business. Now, getting back to my story…
Last year, in September one of the larger and popular global telecom service providing giants from APAC introduced the concept of “Roam like home” where the international roaming was almost made free for incoming calls while the prices for out-going local and international calls were kept very nominal. The introduction of this concept was after the realization of the fact that international roaming was no longer a profitable revenue stream. It was a huge opportunity loss to the telco when its customers procured SIMS with local operators at the international destinations to use data or make calls. Data usage, which otherwise is quite expensive at international destinations was a dominant driving force for procuring local sims at international destinations.
This operator leveraged on its multi-national presence and introduced multiple plans with base prices of less than 10 dollars a day, which provided unlimited data usage. The plans instantly became a hit with the consumers, and the utilization of home sim-cards at international destinations grew exponentially. However, we must not forget that to have pulled off such a successful offer it did take months of planning on restructuring the costs to maintain an optimal state of profitability without compromising on the Quality of Services.
If one were to decode the CSP’s margin assurance strategy from a cost perspective, to ensure continued sustenance of the offer made, the telecom service provider must have restructured and optimized the costs under the following cost heads:
- 1. Incremental Cost Optimization:
This cost head includes all the fixed and the variable costs that go into the conception of a product. While not much could have been done to the fixed costs, the operator played around with the variable costs such as labor charges or the costs associated with transmission. Introduction of shared & centralized services for revenue management of international roaming for various subsidiaries can really play an effective role in optimizing the workforce-related costs which majorly contribute to the cost addition of services.
- 2. Joint and Common Costs (JCC) Optimization:
These costs have a compliance aspect associated with them and occur when the costed item is produced efficiently only in combination with other items. The sum of each item’s allocated JCCs cannot exceed the total of all items’ JCCs. To optimize on this aspect, on some home-like roam packs, the CSP, with consent from the end consumer, by default, deactivated some Value-added services and third-party costs like CRBTs, VOD, access to premium content and other high bandwidth services. Re-activation of these services at international locations were made on advance payment of add-on fees over and above the base pack activations.
- 3. Fully Distributed Cost & Historically Embedded Cost Optimization:
Services like Last mile connectivity, equitable service distribution through efficient route optimization, cost of laying of infrastructure are some of the contributors to the FDC component while all hardware maintenance and replacement costs contribute to the HEC component.
The operator took advantage of its presence at international destinations to restructure the revenue sharing model by enabling international customers to latch onto the subsidiary’s network to enjoy the full band of services available at home. For areas where the operator did not have its subsidiaries, it tied up with local internet service providers that provided public & private Wi-Fi hotspots for seamless data connectivity through Wi-Fi offloading or revenue sharing with preferred local and regional CSPs through its well-placed steering strategies.
For optimization of Historically embedded costs (HEC), the CSP planned for traffic load balancing through intelligent route optimization while simultaneously looking for technology alternatives where the cost of replacement was nominal when compared with the benefits provided. The operator indulged in asset sharing for signaling optimization. As per sources, the service provider of late has been seen entering into an agreement with vendors who could deploy SDNs and support NFVs for load balancing over the cloud infrastructure to reduce the impact of additional long-distance traffic over underlying network and systems.
While cost-optimization is one of the many techniques to maintain a healthy bottom line for sustainability, it indeed is of paramount importance. As Clive Humby rightly puts it – “data is the new oil,” we will continue to observe many such systemic changes in Telecom players regarding the perception of margins soon. For more insights on what Margin Assurance holds for telecom providers of the future, do check out our Point of View on Margin assurance.
Arnab started his career with Subex, almost a year back as a consultant and is a part of the MS Consulting and Advisory services team. He has been instrumental in setting up consultative services for the function and researching on newer fraud and business assurance areas. Arnab enjoys reading new articles and writing fiction at times of leisure.