The Innovative Pursuit of Clearer, Broader, Deeper Business Insights

7/28/2019 The Innovative Pursuit of Clearer, Broader, Deeper Business Insights

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BUSINESS WHITE PAPER / COMMUNICATIONS

The InnovaTIve PursuITof Clearer, Broader,

deePer BusIness InsIghTsMobilinks relentless quest to continuallyleverage the power of its data keeps it on top inPakistans rapidly growing cellular phone industry
http://www.teradata.com/


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Mobilink / The Innovative Pursuit of Clearer, Broader, Deeper Business Insights

Executive Summary

By 2004, Mobilink, Pakistans oldest and largest cellular Global System

for Mobile (GSM) Communications phone carrier had been in business

for a decade and was the industrys unquestioned leader. Yet there were

challenges ahead if Mobilink was to retain its position. Over the next seven

years, Pakistans market would grow twenty-fold and intense price com-

petition would drive the average revenue per user (ARPU) down, provoking

pitched battles for subscribers and difcult challenges for maintaining

prot margins.

Mobilink believed that its continued leadership depended on being able to

better serve and understand a subscriber base that would grow to nearly 32

million, and a sales force that today includes 32,500 salespeople serving200,000 retailers in more than 10,000 cities, towns, and villages across the

country. It needed an integrated approach for harnessing vast quantities

of information, employing predictive analytics, and delivering value quickly

across the organization.

To that end, in 2004 Mobilink made its initial investment in a Teradata

Active Enterprise Data Warehouse, which it used as a springboard to a

powerful business intelligence (BI) environment. Mobilinks clever use of

its data its willingness to explore possibilities to stay competitive in an

industry and a market that moved rapidly from birth through explosive

growth demonstrates clearly the value of not just having data, but know-

ing what to do with it.

Perhaps the most impressive accomplishment to emerge from this

environment to date is the successful development of self-service, sales

information models for Mobilinks pre-paid business which represents

98% of it subscribers. Built by an expert BI team, the models have driven

dramatic improvements in how the Mobilink sales force operates to better

attract and retain its subscribers.

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Yet theres been much more. Among the improvements the

complete analytic environment has helped make happen:

> 4% increase in new customer acquisition

> 4% improvement in the protability of new sales

> Retailers are served more effectively and efciently, with

the number of those receiving stock each day increasing

by 5% and those who go unserved reduced by 3%

> 5% increase in retailers actively maintaining and selling

Mobilink products due to the unearthing of potential

growth areas

> 2% increase in subscriber prepaid top-ups

> Campaign response rates to reduce churn improvedeightfold from of 1% to 4%

> Using the analytical capability of Teradata has enabled

Mobilink to respond to its high value customers with

more experienced customer service representatives,

shorter queue times, and more relevant marketing offers

> Self-service sales models have freed the BI team to

pursue more strategic initiatives

> Cell level trafc analysis has added tremendous value to

network planning and expansion

> By bringing inventory and sales information together, the

company allocates its inventory more efciently, ensuring

retailers and subscribers can get what they need, when

they need it

> Using Teradata as the organizations reporting backbone

has helped improve accountability throughout the

organization for meeting key performance indicators

and service-level agreements

Moreover, the BI team at Mobilink continues to use the

Teradata environment to enhance its business. It has begun

development on a post-paid sales information model, one

for value-added services, a complete location intelligence

model where everything can be projected on a map, and a

social networking analysis project.

And as the BI environment has helped grow the business

and maintain leadership, the BI team has earned respect

and recognition throughout the organization, garnering

Mobilinks Best Team of the Year award in both 2009 and

2010, and up for the award again in 2011.

People are so dependent on it, it has become difcult for us

to take the system ofine, says Umer Afzal, Senior Man-

ager, Business Intelligence.

The BI team gave us a wonderful dashboard that has made

a major contribution to our 2-3% growth in sales, says

Jahanzeb Taj, Vice President, Marketing.

Reports that used to take weeks to develop, now are

available in hours, says Farid Ahmed, Director Business

Analysis and Planning. The change is tremendous; when

we want to do a new pricing offer, we can pull down specic

information about customers. We can understand why

an offer did better in area A than area B. The amount of

analysis is extremely sophisticated.

Mobilinks clever use of its data its

willingness to explore possibilities to stay

competitive in an industry and a market

that moved rapidly from birth through

explosive growth demonstrates clearly

the value of not just having data, but

knowing what to do with it.


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Background

With 2010 revenues of $1.1 billion USD, the countrys

largest subscriber base and highest average revenue per

user (ARPU), Mobilink is Pakistans leading cellular phone

service provider. A subsidiary of Orascom Telecom Holding,

Mobilink has more than 31.6 million subscribers who com-

municate across Pakistans largest voice and data network:

8,000 cell sites and a growing 6,500 kilometer-plus ber

optic backbone spread across more than 10,000 Pakistani

cities, towns and villages. That network accommodates a

range of prepaid and postpaid plans that meet the needs

of individuals, multinational corporations, and anyone or

anything in between.

Mobilink was Pakistans rst GSM provider when it opened

its doors in 1994 and has enjoyed a dominant position ever

since, but by 2004 challenges had begun to appear on

the horizon. Over the next seven years, with the entry of

two new competitive players, the market would grow from

just 5 million subscribers to over 100 million, reecting

a massive investment of almost $9 billion USD. Intense

competition between Mobilink and four competitors would

drive the ARPU down. The result was hard-fought battles for

subscribers and relentless efforts for new efciencies that

would maintain prots.

Fortunately, Mobilink foresaw these changes. It knew that

to retain its competitive edge, it would have to increase

its ability to view and analyze customer and sales force

behaviors. Enhanced visibility would not only help create

more effective marketing campaigns and sales plans, but

the advanced analytics, reports and dashboards would

give people the tools needed to meet the organizations key

strategic goals and performance indicators and hold them

accountable for doing so.

The problem was that in 2004, the only information we

had was a monthly summary of data from billing, says

Farid Ahmed, Director Business Analysis and Planning at

Mobilink. A spreadsheet once a month; that was it. If we

wanted to do something else, we had to ask the technical

department and then extrapolate from their data. It was

extremely limited.

Decreasing ARPU(in dollars per month in Pakistan)

02003-04

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2004-05 2005-06 2006-07 2007-08 2008-09

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Mobilink began looking closely at options, eventually

choosing Teradata as the foundation for its predictive

analytics and integrated data warehouse platform. Teradata

has invested in developing this easy-to-deploy platform

to improve visibility into business performance, support

business growth and optimize competitive advantage while

helping to enhance operational performance.

Over the next seven years, this platform would enable a

powerful business intelligence operation that integrates

Informatica (ETL), KXEN (predictive analytics), and

MicroStrategy (reports and dashboards), while drawing on

a mostly Teradata-trained business intelligence (BI) team to

create its own analytical innovations.

The value of a good data warehouse is the difference

between having a car in a garage and being able to take

it out and put it to good use, says Ehtisham Rao, direc-

tor of Business Intelligence and Billing for Mobilink. The

warehouse and accompanying applications enable you to

take a sea of data and turn it into actionable intelligence for

business advantage.

Between 2004 and 2011, Mobilink began storing its data in

a meticulously and innovatively organized warehouse from

Teradata and then taking it out for a variety of rides that

have demonstrated the power of timely, reliable business

intelligence in a market that continues to grow and change

at a remarkable rate.

Catalysts or Change

We originally implemented the analytics and integrated

data warehouse from Teradata in 2004, says Umer Afzal,

Senior Manager, Business Intelligence for Mobilink.

As people began using it, they began to understand its

potential. That understanding drove further change.

Continuing our legacy or any legacy is about breaking

things apart and putting them back together, says Rao.

One of the challenges of our data warehouse investment

was that the need for information agility and analysis keeps

expanding. Over our rst few years, we had become one-

dimensional about the inquiries we did and what we brought

back to the business. As the market, sales channels and

product portfolio expanded, we needed to get information

more rapidly and in more dimensions.

Thats why in 2007 the BI team part of the overall IT

team at Mobilink revamped the warehouse by bringing

the extract-transfer-load function (which pulls data from

disparate sources) into the Teradata communications

logical data model (cLDM), which organizes information in

ways that reect the specic processes of the industry.

This enabled Mobilink to do more robust reporting that

draws on a 360-degree view of every subscriber throughout

his or her life cycle.

Fully leveraging all that information also demanded

that Mobilink pursue applications for advanced analyt-

ics. It is very difcult to regain customers in a low ARPU,

Mobilinks VisionTo be the leading telecommunication

services provider in Pakistan by ofering

innovative communication solutions or

our customers while exceeding share-

holder value and employee expectations.

The value of a good data warehouse

is the difference between having a car

in a garage and being able to take it out

and put it to good use. The warehouse

and accompanying applications enable

you to take a sea of data and turn it

into actionable intelligence for business

advantage.

Ehtisham Rao, Director of Business Intelligence and Billing


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price-sensitive market, so we started evaluating analytics

for churn prediction, says Afzal. In 2007, Mobilink chose

and began incorporating KXEN as a key analytical tool.

It wasnt long, however, before the eye-opening nature of

having improved visibility into the business generated more

questions and more demands, placing intense pressure on

the BI team to deliver a huge range of reports.

By 2009, the business users would begin with one ques-

tion and a thought process would start where theyd want

new information or want to look at information in a different

way, says Afzal. I would get 400-600 requests per day for

certain reports, maybe 50 per day that were very criticalthat my team had to produce.

Jahanzeb Taj, Vice President, Marketing at Mobilink,

understood the pressures, but it didnt change the fact that

his side of the business needed those reports in the red-hot

atmosphere of Pakistans cellular market. Each and every

day, we need tools that help us increase revenues, he says.

Our biggest issue in 2009 was we had no real visibility

into the interaction between primary sales and wholesaler,

wholesaler and retailer, and retailer and consumer.

The sales and marketing teams asked the BI team if there

was a way to create a dashboard that would give them the

insight they needed to keep stock (pre-paid scratch cards,

SIM cards, and electronic top-up capabilities) where it

needed to be in the market. Doing so, would not just ensure

retailers and consumers could acquire what they need on

the spot, thus increasing revenue, but also would create

a more efcient sales operation that would have the right

number of people servicing the right number of retailers

with the right amount of stock each and every day.

Prior to this discussion, it was difcult to control where the

stock was going and we didnt have key performance indica-

tors (KPIs) for salespeople, says Taj.

We needed to give business users a way to take control

of their own information, says Rao. In order to do that,

they needed the right context for their queries to make the

stories applicable to the needs of the business.

The concept, of course, makes sense, but making it a reality

in an organization that has 32,500 salespeople serving

200,000 retailers, who serve 32,000,000 customers, with

data entering the warehouse from eleven disparate systems

would prove to be a signicant challenge.

Data Integration or a

360-Degree View

Data Integration at Mobilink includes:

MediationSystem

BillingSystem

IntelligentNetwork

Settlement

OperationalCustomerRelationshipManagementandCustomerCare

VoucherManagementSystem

MobileNumberPortability

Our greatest opportunity to capture

information to transform our business

and interact with our customers lies

with our sales teams. Mobile companies

are in a unique position to listen to their

customers and understand their needs.

It is here, with the sales team where

information models promise to deliver

the most value.

Moied Javeed, Director of Marketing at Mobilink

(former Director of Distribution)


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Creating the Sales Models

In recognition of those intense demands, Mobilink thought-

fully planned and implemented a multi-stage process that

it hoped would truly meet the needs of business users

today and be exible and scalable enough to adapt to new

insights and the continuing change within Pakistans cellular

phone industry. It set as its rst priority the creation of the

type of self-service sales information models that Taj and

his team believed would unearth insights needed to win the

battle for subscribers and maintain industry leadership.

For each information model, we created small teams of rep-

resentatives from the business units and from IT, says Rao.And we created a methodology for designing the models

where the teams dened every entity, every object, and the

outcomes they needed. Rao calls this a very top down

business design, with only one goal: the user experience.

Get them the right information in a way that they can use it.

For three or four months these teams examined needs and

grouped them into categories of information. They dened

metrics, analysis needed, and the necessary elements for

drag and drop analysis.

For example, an unused retailer is somebody who has

run out of stock, says Rao. But what causes that? Is it

impacted by region? Technology, such as an automatic

rell versus a manual process? We needed to dene an

outcome, such as understanding how many retailers are

running out of stock at 4:00 in the evening or why we have x

amount of unserved retailers. Then, once we dene all the

outcomes, dene hierarchies of information, dene rules

around them for building the information, then go about

building metrics: numbers per week, per region that enable

us to compare something like all distribution ofcers on a

particular metric.

That was the top-down piece. Next came the bottom-up

piece, where the Mobilink BI team actually built the models,

which Mobilink views as being comprised of three tiers.

The bottom tier is the repository of all the necessary infor-

mation, which resides in the LDM, inside the data warehouse.

Laying the Technical Groundwork

Beforecreatingthesalesmodels,Mobilink

took two important technical steps.

1. It enhanced its Teradata oundation with

a Teradata Data Warehouse Appliance.

Theapplianceisusedformorestrategic,in-depth reporting that demands historical

data,thusfreeingupthemaindataware -

house or more operational queries.

2. ByimplementingInformaticasdataintegra-

tion(ETL)solution,Mobilinkimproveddata

loadingtimeby25%,enablingthein-depth,

daily insights into sales activity that retail

directors need when they arrive at work

each morning.

We needed to give business users a way

to take control of their own information.



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The second tier is the semantic layer, in which the BI team

incorporated all of the contextual information that the

business teams provided. They:

> Applied business rules on the data

> Converted the data into business relatable objects

> Dened relationships for correlatable objects

> Added sanity checks to ensure business cardinalities

> Created business driving objects

> Developed virtual business driving contexts

> Dened and calculated KPIs

The semantic layer makes it possible for users to get

answers to a remarkable array of questions, in a timely way,

through a the third, user-facing tier, without any support

from the BI team. By drawing on what are called con-

textual maps in the semantic layer, each department can

access information that has been properly organized for itsown unique needs.

What weve built works so well, because the business rules

came from our conversations with business users, says Rao.

Source System

Data Warehouse

Core

User

Experience

Sematic Layer Placement

LDM

Staging Area

Transformation

Teradata Layer Information Models

Online Reports

Business

Intelligence

BI Presentation Server

BI Server

Mobilink-EDW

Extraction, Transformation & Loading

Level 1 Business Rules

Online Reports

Visual RulesSemantic Layer

(Aggregates, Views, Join Indexes)

Level 2 Business Rules


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Business Impact

The evolution of Mobilinks BI environment, leading to the

creation of its sales models, has had a positive, rippling

effect on many aspects of Mobilinks business.

Increased Revenue, More Subscribers

In a market where 98% of users have a prepaid plan, the

most important short-term impact has been on such things

as prepaid sales balances. Mobilinks primary sales force

and wholesalers try to optimize those balances by keeping

retailers properly stocked with SIM cards, scratch cards,

and electronic top-up capability.

Topping up, in particular, keeps the revenues strong and is

critical to our companys growth, says Afzal. Previously,

we lacked the ability to enhance this aspect of incremental

growth. Our sales information model gave us that ability,

because it helped the distribution team plan sales tactics

based on smarter data-driven strategies that keep our sup-

pliers fully stocked.

Heres the difference. In the past, retail directors (regional

sales and development directors) for those sales teams

could only see which retailers had been served on a weekly

basis. The sales plans scheduled retailer visits and staff-

ing reected that somewhat limited understanding.

Now they get all the details they need on a daily basis,

says Afzal. The retail director comes in at 9 am and has a

pre-built report that shows all served and unserved retailers

from the previous day. In a drag and drop environment, he

can then identify specic retailers and associate them with

historical information, as far back as a month. There are

also other dimensions and measures on the side, so that by

10 am the director has complete details on the previous day

and can decide how he wants to proceed.

This shift to timely, data-based decision making also

revealed an unexpected insight that further enhanced the

efciency of the sales team. Each member of that team has

whats called a permanent journey plan a detailed plan

for which days of the week and what times to deliver stock

to retailers. Retail directors (RDs) believed that, at most,

there was a 5-10% deviation from that plan, but the sales

models revealed that the deviation was actually 80%.

After using our model, we took corrective measures that

enabled us to bring the deviation down to 50%, says Afzal.

We improved both the plans, and adherence to the plans.

Along the same lines, what Taj calls move-around sales

which means crossing into other sales territories to quickly

get rid of stock had begun to negatively affect overall

sales targets and the permanent journey plans.

But visibility creates fairness, says Taj. It allows talent to

excel which in turn allows the numbers to rise. Over the past

year, with a more realistic approach to setting targets and a

new system of rewards, move around sales were reduced

from 15% to 10% of sales.

All of these factors have translated into real-world business

improvements that contribute substantially to Mobilinks

ongoing competitive advantage.

> Mobilink has improved stock availability at retailers, by

increasing the number of served retailers (those receiv-

ing stock each day) by 5% and reducing non-served

retailers by 3%.

Through BI we are able to pinpoint with

precision the customer groups thathave healthy communication trends

and can act as a green eld for revenue

enhancement activities.



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> The company has unearthed potential areas of growth

and previously anemic markets with upside potential,

leading to an increase in the number of active retailers

those maintaining and selling Mobilink products by

another 5%. Through BI we are able to pinpoint with

precision the customer groups that have healthy commu-

nication trends and can act as a green eld for revenue

enhancement activities, says Rao. These customers

are then targeted with upselling and cross selling

campaigns.

> Since the implementation of the sales models, there has

been an increase of 2% in subscriber recharges.

Lower Costs, More Eciency, Improved Profts

Even as revenues have grown, Mobilink has been able

to use the sales models to improve its cost management

capabilities and efciencies and, so, drive stronger prots.

Putting the models in the hands of our business analysts

has unearthed a number of cost improvement initiatives

simply by asking questions that dive into different directions

and open new areas, says Afzal. One cost management

effort has been to right size the sales force in each region;

another is creating more efcient and targeted marketing

campaigns.

For example, the sales models revealed that a signicant

portion of subscribers have calling circles that are limited

to four unique numbers. Such information helps Mobilink

streamline its offerings and marketing efforts.

Analytics enable the commercial team to judge the quality

of sales in a variety of ways, which has a direct impact

on the operational and marketing costs in terms of which

new acquisition campaigns are value based and which are

bleeding the system, says Rao. Notably, new customer

acquisition is up by 4% since the advent of the sales models,

and the protability of those new sales has improved by 4%.

Reduced Churn

Churn is another major concern for cell phone companies

and Mobilink is no exception. The sales models along

with a new churn prediction model that leverages both the

warehouse from Teradata and KXEN have improved the

companys ability to predict and react to churn risks.

One factor is the cube-based MicroStrategy reports that

reveal insights about customers, such as that each month

many subscribers make their last call from cell sites located

at international airports. This conrmed the substantial

abroad movement of subscribers in Pakistan and put

Mobilinks raw churn numbers in a more appropriate context.

The level of information that we extract from the Teradata

integrated data warehouse platform is now so detailed it

compares (and meshes) with the KXEN functionality quite

well, says Qazi Furkan, Business Analysis lead. The com-

mercial teams are amazed at the in-depth level of analysis

that can now be performed. It has led us to completely

change the retention strategy. There was a time when we

had to extract manual list of customers with zero balance

on any particular day; now we just have to set a schedule

of tasks many days in advance. Based on complex multiple

Reports that used to take weeks to

develop, now are available in hours.

The change is tremendous; we have

almost anything we want. When we

want to do a new pricing offer, we can

pull down specic information about

customers. We can understand why an

offer did better in area A than area B.The amount of analysis is extremely

sophisticated.

Farid Ahmed, Director of Business Analysis and Planning


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dimensions and as soon as the target threshold is met,

a series of functions are automatically performed. The

predened activities are integrated into the customer life

time management process.

In addition, in 2008 Mobilink started work on churn predic-

tion models via the KXEN tools. We wanted to go beyond

predicting churn and get help understanding what to do

to prevent it, says Rao. Weve come up with a matrix of

factors and with the help of commercial teams, we can

run churn exercises and campaigns in an iterative fashion,

analyze results, and then adjust our offers.

Factors in the matrix include: propensity to churn, revenueor ARPU, on-net vs. off-net calling ratios, and recharge pat-

terns over a dened period, all of which help identify what

types of offers are best for each customer. So for example,

for a smart phone user (who likely is in a higher income

bracket), 5-10 free minutes may not be appropriate. We

need to make the right offer to the right segment, says Rao.

Churn prediction models for each revenue segment run on

15-day cycles that help Mobilink proactively target custom-

ers at risk of churn in high revenue segments, which has

led to improved revenue savings. Also, the company has

launched revenue enhancement campaigns using KXEN

Segmentation/Clustering Capability to better understand the

base and target customers in a more focused way. Uptakes

of campaigns have improved from 0.5% to about 4%.

Other Key Benefts

There are a number of other benets as well. Among them:

> The insights and customer segmentation from the

Teradata environment helps Mobilink maintain the high-

est ARPU in Pakistan. Mobilinks ARPU ranges from $15

in gold segments to as low as $1.5 in bronze segments.

Using the analytical capability of Teradata we have

dened customer value segments which are considered

as baseline for customer contact and treatment, dened

priorities accordingly for CRM call routing and customer

treatment, says Rao. Our high value customers are

handled with more experienced customer service

representatives and their queue time is less than any

regular customer. Similarly, we pitch different marketing

offers to our customers based on their previous uptakes

and behaviors.

> The self-service nature of the sales models has freed

the BI team to pursue more strategic initiatives. For

example, we were supposed to be developing a dash-

board for high-level strategic planning, but the workload

kept delaying us and conditions kept changing, says

Afzal. Now we can complete this project.

Daily Reports Provided to Business Users 150

Total Number o Reports Available 2000+

Concurrent Business Users 50

Power Users 20

The critical reports (all batch mode):

Dashboardrefreshdaily

Dailyreportcoveringnumberofdistinct

subscribers,netadds,churn,minutesofuse,

ARPU,regionallevel,citylevelmonthby

month comparison

Weeklymarketsharereport

Ad-hocqueries30-45daily

Unlimitedvalidity

20monthendreports

Otherreports/analytics(StrategicQueries):

Churnprediction

Segmentation

Calldetailrecord/tracanalysis

Onnet/Onetanalysis

Voucherrechargeanalysis

Product/Package/VASanalysiswithreference

tosales/revenue/crosssellupsellratio,etc.

Bundling


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> The models have also improved network planning

through a better understanding of network element

performance. BI, with its cell level trafc analysis, has

added tremendous value in our network expansion and

coverage projects, says Rao.

> By bringing inventory and sales information together,

the company can allocate its inventory more efciently,

ensuring retailers and subscribers can get what they

need, when they need it.

> As Mobilinks reporting backbone, the Teradata environ-

ment also helps people and groups throughout Mobilink

meet key performance indicators and service-level

agreements. Most notably:

The Daily Sales Management Dashboard is refreshed

by 9:30 am with following data depths.

Month-to-date data

Regional data of Sales compared with prorated

targets

Nationwide sales KPIs with regional comparison

Tactical reports of market are shared with sales

and indirect channels

Cross territory sales weekly analysis

Year-to-date data refreshed in drag and drop

model

Organizational KPIs data available for reporting

for YTD analysis and reporting at 9:00 am

The Future

The Teradata implementation and the sales models that

emerged from it have been a huge success, which has

elevated the BI team in the eyes of the entire organization,

says Afzal. Its made it difcult for us to take they system

ofine because people are so dependent on itPeople

used to question our numbers, but now any number we

put out, our entire organization accepts. The recognition

extends to the highest levels: the BI team won the Mobilinks

Best Team of the Year award in both 2009 and 2010, and

has been nominated again for 2011.

Says Taj: The BI team gave us a wonderful dashboardthat has made a major contribution to our 2-3% growth in

sales. I can quickly and easily nd out what kind of stock the

retailer has and what kind of stock a salesperson is sup-

posed to deliver that day and what kind of stock the retailer

will have at the end of the day; its all there.

Reports that used to take weeks to develop, now are avail-

able in hours, says Ahmed. The change is tremendous;

we have almost anything we want. When we want to do

a new pricing offer, we can pull down specic information

about customers. We can understand why an offer didbetter in area A than area B. The amount of analysis is

extremely sophisticated.

But the BI team at Mobilink has no intention of resting on its

laurels and will fully explore other ways to use the Teradata

environment to enhance its business.

In addition to improving the data modeling efforts by adding

more quality checks on the system, the BI team has started

developing a post-paid model, one for value-added services,

and a complete location intelligence model where every-

thing can be projected on a map.


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technologies and components become available. Teradata, therefore, reserves the right to change specications without prior notice. All features, functions, and operations described

herein may not be marketed in all parts of the world. Consult your Teradata representative or Teradata.com for more information.

Copyright 2011 by Teradata Corporation All Rights Reserved. Produced in U.S.A.

TeradaTaCoM

In addition, we have recently initiated a social network

analysis project with KXEN as our partner, says Rao.

Once implemented this will enable us to identify the

inuencers within the network and eventually help us in

viral marketing, targeting communities with specic offers,

and using inuencers as brand ambassadors to cross sell

our products.

The ideas keep owing, because each new innovation and

each new insight opens up a whole new world of possibili-

ties. At Mobilink, the ability to use data to pursue those

innovations and insights is the key to maintaining what has

been nearly two decades of industry leadership.

Retention Marketing

Reduce churn

Marketing

Successfully launch new

services and devices

Business Intelligence

Improve visibility into

customer behavior

and service usage

Sales Management

Discover new revenue

opportunities from your

existing customer baseRevenue Assurance

Reduce revenue leakage

and maximize profitability

Operations

Enable operations to have

unparalleled visibility into their

infrastructure and services

Finance

Improve operational

performance and

maximize investments

Call Center

Enable customer-care to improve

customer satisfaction

Teradata

Integrated Data Warehouse &

Predictive Analytics

Improve Visibility Enable Agility Increase Customer Satisfaction

Value of an Integrated Data Warehouse
http://www.teradata.com/http://www.teradata.com/http://www.teradata.com/

The Innovative Pursuit of Clearer, Broader, Deeper Business Insights

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