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  • Adversarial attacks: A detailed review – Part 2

    In previous part, we understood what is and adversarial attack and how it can be classified based on various attributes. (In case you missed it, you can read it here). In this part, we will study some of the most common types of attacks in detail.

    Outline

    In this part we will overview some of the most common attacks on image classifiers and implement a very popular method called FGSM (Fast Gradient Sign Method) attack proposed in Goodfellow et al. and understand how it works as well as how it challenges the notion of non-linearity of neural networks being the reason behind success of adversarial attacks.

    L-BFGS Attack

    This was one of the earliest attacks where Szegedy et al. first discovered the vulnerability of deep visual models to adversarial perturbations by solving for the following optimization problem:

    Adversarial Attacks A detailed review-02
    equation for L-BFGS attack

    where we are trying to minimize ρ (which is the adversary signal) with second-norm. If we look closely, this equation is similar to equation described in part — 1, with norm-value p=2.

    For this problem, approximate solution was computed by Szegedy et al. with the Limited Memory Broyden–Fletcher–Goldfarb–Shanno (L-BFGS) algorithm, upon which this method is named. However, solving this equation for large number of examples, is computationally prohibitive, which is addressed in next method. That is when the next method comes into picture.

    FGSM Attack

    The FGSM is among the most influential attacks in the existing literature, especially in the white-box setup. Its core concept of performing gradient ascend over the model’s loss surface to fool it, is the basis for a plethora of adversarial attacks. Many follow-up attacks can be strongly related to the original idea of FGSM. The most common image showing adversarial attacks has been of FGSM attack:

    Adversarial Attacks A detailed review-02
    A common example of FGSM attack

    The FGSM is a one-step gradient-based method that computes norm-bounded perturbations, focusing on the ‘efficiency’ of perturbation computation rather than achieving high fooling rates. Goodfellow et al. also used this attack to corroborate their linearity hypothesis, which considers the linear behavior of the modern neural networks in high dimension spaces (induced by ReLUs) as a sufficient reason for their vulnerability to adversarial perturbations. At the time, the linearity hypothesis was in sharp contrast to the developing idea that adversarial vulnerability was a result of high ‘non-linearity’ of the complex modern networks.

    Goodfellow et al. claimed that adversarial examples expose fundamental blind spots in our training algorithms. They also claimed that linear behavior in high-dimensional spaces is sufficient to cause adversarial examples. And using this, they designed a fast method of generating adversarial examples that makes adversarial training practical.

    Linear explanation of adversarial examples

    We start with explaining the existence of adversarial examples for linear models. Since the precision of the features is limited, we will see how the classifier can be forced to respond differently to an input x than to an adversarial input x̃ = x + η if every element of the perturbation η is smaller than the precision of the features.

    Adversarial attacks for linear model

    Thus, for high dimensional problems, we can make many infinitesimal changes to the input that will add up to one large change to the output.

    Linear Perturbation of Non-Linear Models

    The linear view of adversarial examples suggests a fast way of generating them. We hypothesize that neural networks are too linear to resist linear adversarial perturbation. LSTMs, ReLUs, and maxout networks are all intentionally designed to behave in very linear ways, so that they are easier to optimize. More nonlinear models such as sigmoid networks are carefully tuned to spend most of their time in the non-saturating, more linear regime for the same reason. This linear behavior suggests that cheap, analytical perturbations of a linear model should also damage neural networks. Let us see how adversarial examples can be generated for the neural networks.

    Adversarial Attacks A detailed review-02
    Adversarial perturbation for neural networks

    We refer to this as the “fast gradient sign method” of generating adversarial examples. Note that the required gradient can be computed efficiently using backpropagation.

    Code Implementation for FGSM

    Let us see how we can implement this in code. We will be using code from this link, which is part of tensorflow official documentation. We will analyze this function ‘create_adversarial_pattern’, as it implements the crux of the paper, i.e. calculates the gradient sign.

    def create_adversarial_pattern(input_image, input_label):
    with tf.GradientTape() as tape:
    tape.watch(input_image)
    prediction = pretrained_model(input_image)
    loss = loss_object(input_label, prediction)
    
    # Get the gradients of the loss w.r.t to the input image.
    gradient = tape.gradient(loss, input_image)
    # Get the sign of the gradients to create the perturbation
    signed_grad = tf.sign(gradient)
    return signed_grad
    
    # codel_url: https://www.tensorflow.org/tutorials/generative/adversarial_fgsm

     

    Using below lines, we are basically asking tensorflow to keep track of computations related to ‘input_image’

    with tf.GradientTape() as tape:
    tape.watch(input_image)

     

    Using below two lines, we are making predictions for ‘input_image’, and calculating the loss related to this prediction.

    prediction = pretrained_model(input_image)
    loss = loss_object(input_label, prediction)

     

    Using below lines, we are calculating the gradient of loss wrt input image, this part contributes to the ‘gradient’ term in the FGSM (Fast Gradient Sign Method)

    gradient = tape.gradient(loss, input_image)

     

    Once we have gradients, we need to calculate use ‘sign’ function of gradient, i.e, sign(gradient), and we have ‘gradient sign’ term in FGSM (Fast Gradient Sign Method). Below is the input image, for which we are calculation adversarial perturbation (η).

    Adversarial Attacks A detailed review-02
    Prediction on input image

     

    Calculated adversarial perturbation (η) using FGSM method comes out as:

    Adversarial Attacks A detailed review-02
    Calculated adversarial perturbation (η) using FGSM

    Adversarial image to fool the model is calculated using the below code:

    adv_x = image + eps*perturbations

     

    Here is what the generated result looks like for different values of ϵ

    Adversarial Attacks A detailed review-02
    Generated adversarial examples for different values of epsilon (0.01, 0.1, 0.15)

    Goodfellow et al. concluded the following things as a result of this experiment:

    • Adversarial examples can be explained as a property of high-dimensional dot products. They are a result of models being too linear, rather than too nonlinear.
    • The generalization of adversarial examples across different models can be explained as a result of adversarial perturbations being highly aligned with the weight vectors of a model, and different models learning similar functions when trained to perform the same task.
    • The direction of perturbation, rather than the specific point in space, matters most. Space is not full of pockets of adversarial examples that finely tile the reals like the rational numbers.
    • Because it is the direction that matters most, adversarial perturbations generalize across different clean examples.

    Other attacks

    Adversarial Attacks A detailed review-02
    A single Universal Adversarial Perturbation can fool a model on multiple images. Fooling of GoogLeNet is shown here. These perturbations often transfer well across different models (Source)

    Thus, we studied FGSM attack in details and understood its implementation in tensorflow. We also overviewed some other attacks on image classification. In further parts, we will be moving beyond classification and seeing how adversarial attacks can be performed on other tasks such as Face Recognition, Object detection, Object Tracking and how they can affect the real world in several ways.

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  • Adversarial attacks: A detailed review

    Deep Learning has proven to be a very efficient tool in recent times when it comes to solving challenging problems across various fields such as healthcare (computer-aided assessment, drug discovery), financial services (fraud detection), automobiles (self-driving automobiles, robotics), communications (news aggregation and misinformation detection), as well as other day-to-day utility services (such as virtual assistants, language translation, information extraction)

    Deep Learning, on the other hand, is now proven to be sensitive to adversarial attacks that can alter its predictions by introducing practically imperceptible disturbances in sounds, pictures, or videos. In this series of blogs, we will learn about adversarial attacks and how they attempt to influence deep learning models in order to obtain the desired result.

    Picture 1: A few illustrations of hostile actions

    • By adding a little noise, a panda was mistaken for a gibbon.
    • A stop sign was mistaken for a speed restriction sign.
    • A person wearing a certain pattern was not noticed.
    Outline

    Prior to understanding    and the formal specification of the issue statement, we will first define several technical terms that frequently appear in publications. We shall divide the attacks into numerous groups based on a variety of characteristics in the next section.

    Common terminologies and definitions:

    Here, we’ll attempt to clarify some of the phrases that are used often in publications about this attack and throughout this essay.

    • An adversarial example or picture is one that has been purposefully altered to lead to erroneous model predictions. The model receives this example (or a number of similar instances) as input.
    • The element of an adversarial example or picture that results in an inaccurate prediction is called an adversarial perturbation. It frequently looks like low-magnitude additive noise.
    • An adversarial example is being made by the agent or the attacker. Alternately, albeit much less frequently, the adversary is sometimes referred to as the hostile signal/perturbation.
    • Defence/hostile defence is a general word that refers to any method that increases a model’s resilience, as well as external or internal systems to identify adversarial signals and image processing to counteract the effects of input modifications that might be considered adversarial.
    • Target image: This is a blatant instance of an opponent manipulating a picture.
    • Target label: This is the antagonistic example’s (desired) inaccurate label. The phrase applies more to categorization issues.
    What is an Adversarial attack?

    An adversarial attack uses several strategies to harvest important data from the deep learning model or manipulate the input picture as little as possible in an effort to fool the network into producing the desired output. The target deep learning models, their weights, and the training dataset may be accessible to the attacker in a variety of ways. Attacks can be divided into many types, some of which have been mentioned in the article later, depending on the level of access the attacker has.

    The following equation can be used to formalise the issue:

    The pre-defined scalar threshold () is frequently kept at a low value, so the difference seems to a human subject to be extremely little. Similar to p, the most frequent values of p are often one or two, however, this is not a restriction.

    Classification of adversarial attacks

    A generic data processing pipeline may be used to visualise a machine learning system (see Figure below). At inference, (a) input features are gathered from sensors or data sources, (b) processed digitally, (c) utilised by the model to generate an output, and (d) the outcome is transmitted to an external system or user and used to take action. Take a look at Figure 1 for an example of a general pipeline, an autonomous car, and network intrusion detection systems (middle and bottom). We will attempt to comprehend alternative attacks based on their impact on this general pipeline given that the attack might be of variable range depending on the objectives of an opponent and his capabilities in accessing the model and data.

    Picture 2: ML system pipeline in general (with examples)

    Attack surface, adversarial capabilities, and adversarial aims are the three characteristics used to categorise attacks.

    Attack surface

    An attacker can decide which step (or surface) of a pipeline to target in order to accomplish his or her objective given a pipeline of phases. The following is a sketch of the primary attack scenarios detected by the attack surface:

    1. Evasion attack: The most frequent attack in an adversarial context is this one. During the testing phase, the adversary modifies harmful samples in an effort to go around the system. This option makes no assumptions about how the training data will be affected.
    2. Poisoning attack: In order to jeopardise the entire learning process, this kind of attack, also known as contamination of the training data, is carried out during the training phase by putting carefully created samples into the system to poison it.
    3. Exploratory attack: The training dataset is unaffected by these attacks. When given black-box access to the model, they attempt to learn as much as they can about the underlying system’s learning mechanism and the patterns in the training data.
    Adversarial capabilities:

    It speaks to the volume of knowledge an opponent has about the system. By further separating them into inference and training phases, we may better understand the breadth of attacker capabilities.

    Training phase capabilities:

    The majority of attacks are carried out during the training phase by directly changing the dataset in order to learn, influence, or corrupt the model. Based on the adversarial capabilities, the attack tactics are roughly divided into the following three categories:

    ▹ Data injection: when the adversary is unable to access the learning algorithm or training data but is still able to add fresh data to the training set. By including hostile samples in the training, he can taint the target model.

    ▹ Data modification: The training data is completely accessible to the adversary but not the learning algorithm. By altering the data before it is used to train the algorithm, he directly poisons the training data.

    ▹ Logic corruption: The learning algorithm is susceptible to interference from the opponent. Creating a counterplan against them becomes exceedingly challenging.

    1. Testing phase capabilities:

    Instead of interfering with the targeted model during testing, adversarial attacks cause it to provide the wrong results. These can either be considered white-box or black-box.

    ▹White-box attack: An adversary using a white-box attack on a machine learning model has complete knowledge about the model being used (for example, the kind of neural network and the number of layers, details on the training procedure, and parameters () of the fully trained model architecture). This data is used by the adversary to examine the feature space where the model may be weak, i.e., where the model has a high mistake rate. For a white-box assault, access to internal model weights equates to an extremely potent adversarial attack.

    ▹Black-box attack: Black-box attacks leverage information about the settings and previous inputs to take advantage of the model without assuming any prior knowledge of the model. The three kinds of black-box attacks include strict black-box attacks, adaptive black-box attacks, and non-adaptive black-box attacks.

    Adversarial goals

    Attacks may be categorised into the following four groups according to the adversary’s goal:

    1. Confidence reduction: The adversary seeks to lower the target model’s forecast confidence. For instance, a legal image of a “stop” sign can be predicted with less certainty and with a lower likelihood of class membership.
    2. Mis‐classification: The adversary tries to change an input example’s output categorization to belong to a different class. For instance, any other class other than the class of a stop sign will be predicted for a real image of a “stop” sign.
    3. Targeted misclassification: The adversary attempts to manipulate the inputs so that the model generates the output of a specific target class.
    4. Source/target misclassification: The adversary attempts to assign a certain input source to a predetermined target class. For instance, the classification model will forecast that the input picture of the “stop” sign represents the “go” sign.

    Using the flowchart below, all kinds and subcategories of adversarial assaults may be summarised:

    Picture 3: Flowchart for several sorts of adversary attacks

    As a result, we now know what an adversarial assault is and how many distinct ways it may be categorised based on various attributes. In the following sections, we’ll look at some of the most typical attack types and how adversarial attacks may be used for tasks like object identification, object tracking, NLP, and audio in addition to image classification.

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  • Authentication in a ‘Flash’: The Opportunity of Flash Calling

    Authentication in a ‘Flash’: The Opportunity of Flash Calling

    Speed holds a unique fascination for me. In fact, one of my favorite TV characters wields speed as his superpower. But, as customers, don’t we all love speed? Businesses, too. Think of factories aiming to make products in shorter cycles through just-in-time manufacturing, developers who use agile and DevOps for quicker software releases, and how every business is looking to adopt the cloud because it does things faster at a lower cost.

    These days, we find banks advertising account opening processes within minutes, not months, as they used to be. What’s enabling this speed? If we were in a fictional world, the beloved superhero I mentioned earlier, “Barry Allen, the fastest man alive,” would pop into our minds. In the real world, the trigger is similar. It is a new ‘speed force’ named Flash Calling that empowers organizations to accelerate the pace of business.

    The Power of Speed

    Delivered via telecom networks, flash calls are the latest in verification methods – enabling authentication in a flash! It consists simply of a missed call made to your mobile number.

    As a customer, you could receive a flash call to verify a transaction from your bank or a login attempt into your account. It is fast, secure, and does the job without having to manually key in verification information – as one would do with OTPs. It is also much more cost-effective because businesses that use flash calls only need to deliver a missed call, which has lower termination rates than paying for an OTP-carrying SMS.

    Frictionless – just like our speedster – and wildly popular, too. There could very well be 5 billion flash calls made in 2022 alone, jumping to 128 billion by 2026.

    Operationally, flash calling has an ecosystem of partners involving enterprises, flash call providers, telecom networks, and end customers. Authentication is done on the SIM card using a matrix involving four or six digits of the end customer’s mobile number.

    The paradox – Speed can be dangerous

    But no modern technology – or superpower– comes without its pitfalls. In ‘The Flash’ series, Barry’s intentions are always pure – to save the good guys and nab the criminals. He uses his superspeed, but this sometimes raises new threats. Fans of the show may recall the dangerous paradoxes he causes by traveling in time.

    Flash calls, too, while hugely beneficial to the overall customer experience, create new risks for telcos.

    Fraudsters can exploit the loopholes in the channels or bypass the existing anti-fraud measures established by telcos to monitor and prevent fraud.

    Dealing with the paradox

    Flash calling is potentially a lucrative revenue for telecom operators – provided they protect the channel from fraud. However, regulatory bodies are yet to catch up in assessing the risk landscape of flash calling. Some of the most pressing tasks would be to introduce standards, that could prove helpful in verifying calling parties and securing end-to-end call attestation. Regulators could also mandate legal ways for genuine telecom operators and network partners to intercept flash calls and ensure delivery on secure routes, thereby avoiding grey route exploitation by fraudsters. One caveat here is that the rules should comply with global geo-specific norms.

    But until such a time comes, here’s what telcos can do to secure their investments and reap the benefits of flash calling.

    • Upgrade security solutions with flash-calling safeguards. This could involve creating safelists of flash calling providers and implementing new fraud controls and protocols.
    • Real-time Analytics. This could involve analyzing real-time network and signaling traffic and performing proactive monitoring through signatures and heuristics.
    • Create transparency. Sending instant alerts to the relevant stakeholders upon identification of suspicious behavior can help telcos collaborate to combat the exploitation of flash calling services.
    • Invest in flexible and scalable solutions. These will be essential to accommodate flash calling demand, which is expected to grow shortly.

    Friends of Flash

    On its own, flash calling is a new and exciting tool, albeit with a few risks. But rather than shy away from the potential revenue due to possible threats, CSPs should consider a proactive approach. Furthermore, just like ‘The Flash’ depends on his friends and state-of-the-art tech from STAR labs to use his speed for good, CSPs ought to consider investing in modern technologies and harnessing the power of the telecom ecosystem to maximize the value of flash calls.

    As Iris West, another beloved character on the show, wisely says, “A little fear can be a healthy thing. It helps you determine which risks are worth taking.”

    Subex Fraud Management Solution is built on HyperSense, an AI Orchestration platform that allows CSPs to confidently take charge of new trends through responsive fraud mitigation techniques. Reach us at info@subex.com to know more.

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  • Future of telecom enterprise billing for ICT services

    Future of telecom enterprise billing for ICT services

    The ability to provide connectivity services has been a critical revenue driver for telecom operators that offer enterprise services. But as the world becomes more mobile, with consumers using their own devices and industries embracing new technologies (such as 5G, IoT, and edge computing), operators are looking for ways to offer a variety of Information and Communications Technology (ICT) digital services and business solutions to their B2B customers in the hope of increasing customer retention and profitability.

    ICT digital services are suitable for any customer segment of telcos, irrespective of their size and domain. It can include small and medium businesses (SMBs), small offices/home offices (SOHOs), large enterprises, and public sector companies across any domain, such as healthcare, manufacturing, IT, education, banking and financial services, smart solutions providers, etc.

    While telcos used to focus on connectivity services, today’s revenue growth from non-connectivity services such as cloud and security are leading the way. Hence, telcos behave more like technology businesses that aim to meet the evolving needs of their customers.

    Telecom enterprise businesses are evolving from connectivity providers to ecosystem orchestrators

    With advances such as smart cities, renewable sources of energy, and massive upgradation of networks and infrastructure, ICT will be a key feature of this development.

    Ericsson’s Market Compass 2030  predicts that the CAGR for industry digitalization revenues of ICT players may increase by 12% by 2030 compared to 0.75% for current existing services. According to Transparency Market Research’s latest research report, the telecom enterprise services market could cross US $583 billion by 2030. Other predictions are:

    Growth forecasts of the ICT B2B market
    Figure 1: Growth forecasts of the ICT B2B market

    The telecom industry is witnessing a paradigm shift in terms of enterprise products and services offered by various communication service providers (CSPs) and digital service providers (DSPs) in the market.

    With this shift, enterprise digital ICT services have become integral to modern-day businesses. They provide customers with a range of services, such as cloud computing, software-as-a-service (SaaS), managed services, security, and more.

    Traditional Services Non-traditional Services Next-gen Services
    Internet solutions Private networks MPLS VPNs IPLC links Internet Broadband SD-WAN Fixed lines OTT content and apps Connectivity Satellite Mobility solutions Applications Messaging and APIs Cloud services Colocation Cloud contact centre Security Unified communication Cloud voice Managed services IoT connectivity 5G products Mobile VPN/slicing Real-time partner content Network-as-a-Service Drone-as-a-Service MMC-enabled IoT Smart solutions (smart city, smart grid, etc.)

    Table 1: Bouquet of ICT digital services offered by CSPs/DSPs

    Challenges of traditional billing for ICT digital services

    Traditional enterprise billing systems were designed to support legacy connectivity services that, over the years, have been modernized incrementally. Currently, product portfolios and rating scenarios are growing increasingly complex due to modern technologies (such as 5G, IoT, and edge computing), new digital offerings, and a thirst for service innovation. Some telcos are unaware of these types of new service offerings, while others grapple with legacy invoicing, reconciliation, and payments processes that cannot keep up with nimble digital services. It throws up several challenges around pricing, rating, suppliers, contract management, data, etc.

    These new services often come with large numbers of vendors/suppliers that are tough to handle. As products and services get bundled, it leads to complex pricing structures such as recurring subscriptions or one-off usage charges. These bundles may use products and services from upstream partners that are recombined with others (including those owned by the CSP) to be offered downstream to the final consumer.

    The absence of a robust, real-time rating engine with balance management is another challenge. Telcos will need ways to handle the millions of events arising from multiple data sources, as in the case of IoT devices. They also need to rate usage and update customer credit accounts in real time. The lack of such capabilities causes poor visibility into spending and usage, resulting in bill shocks, write-offs, and shrinking margins. Further, inflexible billing systems can delay the rollout of new products, thereby impacting time to market.

    It is evident that in this new world of digital ICT services, telcos must generate and manage thousands of financial documents such as invoices, statements, disputes, and payments. Most of the existing contracts governing these documents are restrictive for customers, owing to fixed terms and penalties in case customers do not meet the terms of their agreement. However, new digital offerings mandate flexible contracts such that customers can opt in and out of services on-the-fly without fearing penalties. This eventually helps gain customer loyalty as customers are free to choose products that meet their specific needs. Enabling such personalization will call for a 360-degree customer view to visualize current and historical customer information such as billing data, usage per day, important KPIs, risks, revenues, and costs related to customers.

    What can a next-gen enterprise billing platform do differently?

    An evolved enterprise billing platform addresses the above challenges by giving telcos an intelligent, intuitive, and automated way of handling usage and billing across their complex vendor, customer, product, and service ecosystem. Such a platform can leverage a mix of automation, self-service, big data analytics, and real-time insights into usage and billing to deliver transformational functionalities, such as:

    Partner Management: CSPs can offer various digital services beyond connectivity by adapting, prioritizing, and forging valuable relationships with multiple vendors.

    Convergent billing for B2B customers and ecosystem partners: CSPs can rollout different out-of-the-box pricing models such as quality of service (QoS) per session, volume-based pricing, and network slicing based on network conditions. Network analytics can be used for real-time rating and re-rating, enabling flexible DIY pricing models. Convergent billing will also enable innovative subscription models and one-time payments using a range of payment methods.

    Real-time billing: CSPs will be able to apply B2B prices on events from core networks and applications as they occur and update balances accordingly. This feature is essential to handle 5G use cases and for bundles where the information comes from other systems. Further, this will occur in real-time – as the transactions occur and the balances are adjusted – without waiting for high-load processes at the end of the cycle. For enterprise customers and partners, it will provide advanced payment flexibility and accurate real-time visibility of the services ordered, used, and eventually paid for. Service providers gain significant operational benefits such as faster time to cash, an accurate organizational financial outlook, the ability to perform ongoing quality assurance, and the prevention of revenue leakage or fraud.

    Automated Reconciliation and Dispute Management: CSPs can use a workflow-driven approach to handle reconciliation, thereby reducing customer disputes proactively.

    Diverse Credit Management: The system can support various payment models, such as pay-as-you-go and postpaid, with several flavours of credit limits. It can also support expenditure management when integrated with several ERP systems.

    Real-time Visibility and Transparency: It will give customers a real-time dashboard view of their spending so they can pre-emptively manage costs, optimize reconciliation time, and reduce account management overheads.

    Self-Serve Capabilities: Web-based or mobile applications enabling self-serve capabilities such as viewing usage on demand, monitoring real-time trends, 360-degree views of the customer accounts, online access to bills, payments, disputes, etc., will reduce the operational overheads for CSPs.

    AI/ML Support: Extensive use of AI/ML models and algorithms for automation and decision-making will help create custom models of advanced business assurance use cases for different digital offerings.

    Integration via TM Forum Open APIs: Such a platform paves the way for telcos to adopt a new integration framework based on Open APIs for communication with the core network and BSS and to expose, provision, and monetize innovative digital services with flexibility and lower time to market.

    Cloud-native Billing System: A cloud-native, microservices-based architecture with CI/CD is essential to handle new enterprise ICT services with scalability and flexibility. Being highly configurable, it can support many enterprise and partner needs and ensure reduced time-to-market when launching new services or handling massive numbers of new devices, including unattended IoT. It also allows smooth rollout of upgrades without lengthy downtime.

    Wide Range of Delivery Models: The solution can be implemented based on the needs of the telco, i.e., on-premises, on public/private/hybrid cloud, SaaS-based on-demand, etc.

    Features of a future-ready enterprise ICT billing platform

    Modern businesses will increasingly rely on enterprise ICT digital services to enable new and smart business use cases. Hence, a robust B2B billing solution that understands and supports the existing landscape and adapts to new and emerging enterprise ICT services across various domains becomes critical. Such a solution should be flexible enough to support changes in the ecosystem and the evolution of business models while reducing the dependency on vendors.

    What CSPs need is a cloud-native ecosystem platform that handles all aspects of B2B business across different verticals. Some of the key features to look for are:

    An enterprise self-care portal and mobile app to drive collaboration, communication, self-care, data exchange, documentation, and real-time visibility of usage and other commercial activities.

    Automated catalogue-driven billing and settlement that handles the traditional as well as future needs of enterprise customer and partner billing. The solution should, at minimum, offer flexible rating and discounting (build-it-yourself economic models) apart from non-usage and usage rating and billing support of product bundles in the same core, re-rating of aggregated and record-level data with changes, and error detection. It should also support workflow-driven automation of core billing tasks such as user-definable invoicing, reconciliation, and dispute management. These processes should be intelligent enough to consider volume agreements and several tax models based on the type of customer and their region. It also should comply with the financial particularities of each telco by offering integration with the general ledger (GL) and multiple ERP systems.

    Powerful analytics and AI/ML for personalization, prediction, targeted automation, and open APIs to expose services and integration with multiple upstream and downstream systems.

    Advanced intuitive reporting and dashboard views that unwrap and present all important billing, loyalty, and performance-related insights to help make strategic decisions. It should also provide real-time visibility and transparency into how partners and enterprise customers use all the features.

    An intelligent and smart alerting system with the flexibility of a user-definable alerting framework.

    Conclusion

    The role of a telecom operator is shifting from providing connectivity services to being an ecosystem orchestrator. As new and advanced enterprise ICT digital services penetrate telecom product portfolios, CSPs must juggle the ensuing complexities for their customers and partners. Traditional billing systems cannot keep pace with these changes and complexities. Hence, the need of the hour is a robust Enterprise ICT Billing system that uses AI/ML, cloud, automation, and big data analytics to offer end-to-end billing and rating of a complete bouquet of digital services. Such a solution can provide customer management, partner management, a self-care and mobile app, intuitive dashboards, and smart alerts, allowing telcos to confidently take advantage of and monetize enterprise ICT digital services.

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    This article is originally published in Disruptive.Asia

  • Telecom Business Assurance: Reflections from 2022 & the way ahead in 2023

    Telecom Business Assurance: Reflections from 2022 & the way ahead in 2023

    Introduction

    As per the latest 2021-22, TM Forum survey report there has been a 2.4% increase in revenue leakage from 2019; the existing companies that carried out some form of Revenue Assurance (RA) and Business Assurance (BA) activities have already started shifting towards AI/ML-based tools. Subex recently conducted a Business Assurance survey that highlights various insights, such as how Margin Assurance emerged as the top investment area for 68.1% of telecom operators, where the focus was on optimizing costs and increasing revenue. Transformation Assurance with 5G was the second highest investment area, as indicated by 53% of respondents among other insights provided by the report.

    In this article, our goal is to examine how Business Assurance took center stage in 2022 to provide advanced business insights for decision-making for CSPs. This article also touches on the top trends, and the way ahead for telecoms as per our observations from the customer discussions this year and some of the industry forums and reports.

    Telcos’ value proposition for Business Assurance in 2022

    While 2022 saw a wider adoption of AI & ML tools for business assurance, Telcos operating on assurance with simpler methods in 2021 observed high operating leakages. As per the 2021 RAG survey, Telcos incurred consolidated worldwide losses of $149bn, including the losses suffered by customers in operating leakages. Although it is easy to comprehend the larger impact of analytics-based Business Assurance for telecoms, evaluating key areas by CSPs gives us clear insights into operations and revenue savings.

    Below are a few areas that summarize the significance and the critical need to enhance Business Assurance coverage for Telcos in 2022:

    A. Launch of complex products and services:

    With the introduction of next-generation services and packages like streaming music and video, the cloud, etc., telecom networks are now more vulnerable to revenue leakage attempts as online businesses.

    B. Regulatory compliances:

    It is challenging to keep up with regulatory obligations on both the company and client sides since rules are tightening and growing more distinct depending on the location of the operating network.

    C. Technology innovation:

    To keep customers motivated, CSPs must continuously develop and launch new services. Agile technology and more backend systems are often involved. Using new technologies to simplify, transform, and boost business operations.

    D. B2B sales channels:

    The integrity of the invoicing systems and indirect sales through wholesale and brand partners are also emphasized. It includes everything from partner contracts to configuration validation and monitoring the quality of the service provided (QoS breaches) to the customer

    Business Assurance taking center stage for CSPs

    Modern Business assurance is supported through four key functions:

    • Active Risk Intelligence – Enables the revenue assurance practice to look beyond leakage and device ways to allow other business functions with holistic intelligence and mitigate probable risks
    • Analytics-driven Business insights – Collecting, enriching, and validating data from various network sources making it a source of accurate, clean, and usable data for the various upstream process requirements
    • High Availability & Scalability – Maintaining accurate visibility of network topologies and other contextual information to support decision-making
    • Reduced Revenue Leakage Cycle – While we evolve to business assurance it is essential to note that traditional leakage detection is still important to ensure that no significant gaps exist within the laid-down process.

    Modern telecommunications enterprises operate on a complex and dynamic ecosystem that includes several internal, external, and partner solutions and technologies, as opposed to the  separate environments for which traditional Assurance platforms and operations were created.

    Models and technology for assurance are developing

    The evolution of Business Assurance should be understood in light of more general telecom scaling activities. Operators must be agile enough to adapt to shifting customers’ wants and new commercial possibilities in a sector that is continually evolving.

    BA teams are being asked to provide coverage for more risks and assurance requirements than ever, especially in the context of new business models and services that will emerge with 5G.  However, the BA headcount is not increasing in the same measure.  Therefore, they are being asked to do “more, with fewer resources”.  AI & ML will help in terms of process automation, corrective actions, and prioritization of the biggest risks. Artificial intelligence and machine learning will be crucial in allowing this greater degree of automation for use cases like:

    • Democratize toolsets: Drive business insights and improve accessibility for teams spanning multiple verticals.
    • Accurate data & AI​: Reduce manual intervention with end-to-end automation while improving insight accuracy through clean and validated data​.​
    • Reduce TCO​: Handle massive volumes of data while lowering the Total Cost of Ownership (TCO) with elastic, on-demand scalability.
    • Boost Operations: Identify blind spots through data and use self-healing KPIs to prioritize tasks.

    Beyond automation, operators will need to put more emphasis on interoperability to satisfy client objectives. Operators will be in a better position to advance beyond KPI-driven revenue management to a more flexible and unified approach to management across services by encouraging simpler integration and operation across different and complex ecosystems.

    Way ahead for CSPs with Business Assurance in 2023 and beyond

    Global telecom providers regularly lose revenue over unexpected sources. Due to their razor-thin profit margins, intense competition, and ongoing attempts by scammers to defraud businesses, telecom firms cannot afford to incur more billing losses. They also cannot overcharge clients since this might result in complaints and potential base churn. In the telecom industry, Business assurance guarantees that clients are billed in accordance with the contractual agreement.

    Business Assurance plays a significant role as a business enabler in this evolving digital ecosystem. Business Assurance procedures used by telecom providers must be in line with emerging technologies like 5G. Due to the limited scale of current 5G deployments, telecom companies are able to withstand any losses. Telecommunications businesses must begin modernizing their revenue assurance procedures right once, though, given the pace of 5G implementation.

    Conclusion

    Audit and control management, process monitoring, dashboards, and reporting are a few effective ways of high-level BA operations. Agility is essential for organizations undergoing digital transformation to adapt to a business and technological environment that is changing quickly. It is more important than ever to deliver on and above organizational expectations with a solid digital mindset supported by innovation.

    Data makes it easier to take informed decisions based on customer preferences. Omnichannel customer interaction strategies are the need of the hour to ensure a delightful customer experience. A best-practices approach based on design-led thinking, continuous measurement, and closed-loop responsiveness to customer feedback coupled with strong digital customer experience is critical for telecom operators looking to retain customer loyalty. But Business Assurance is the future accepted formula for new-age telcos to provide a holistic solution with high-level self-reliance, Intuitive interface, ML support, data-driven decision making and efficient risk management.

    See how Subex Business Assurance can help you in assuring your business.

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  • Telecom Fraud Management: Lessons from 2022 & trends to watch out for in 2023

    Telecom Fraud Management: Lessons from 2022 & trends to watch out for in 2023

    New trends in the telecom industry are causing a stir. For example, the worldwide economic value of 5G will reach US $13.2 trillion by 2035 thanks to improvements in mobile broadband, widespread machine-type communication, and ultra-reliable low latency networks.

    A new immersive other digital universe called the metaverse is starting to take shape. It combines augmented, virtual, and mixed realities with the actual world. It may present telecoms with new chances to work with hyper-scalers for seamless service delivery. Developers are eager to exploit 5G’s low latency capabilities to allow edge computing, which could open up a variety of new business opportunities for telcos in the areas of driverless vehicles, virtual reality games, proactive asset maintenance, and smart grids.

    The introduction of new technologies also expands the area of work for CSPs to include anything from assessing new partners, services, and products to keeping an eye on network security and eliminating emerging cyber risks.

    Telcos are battling a growing fraud landscape in addition to trying to meet customer demand for digital products and services. Some of the scams that have increased during the past year include the following:

    • Account Takeover
    • Increase in cross-industry targeted social engineering schemes (Wangiri Fraud, SMS Phishing/Pharming, Social Engineering, Robocalls & Scam calls)
    • An increase in identity fraud in the financial services sector utilizing credentials acquired from data breaches
    • SIM-Swap frauds
    • Subscription frauds

    The aforementioned fraud methods contributed to massive fraud losses under IRSF Fraud, Device/Handset Fraud, Wangiri, Bypass fraud, PBX hacking, etc.

    Fraud trends to watch out for in 2023 

    2022 was quite a tempestuous year for the fraud management space globally. Some fraud trends to look out for in 2023 are:

    Newer social engineering techniques: Fraudulent assaults that compromise victims’ personal or professional security will increase in the next year. Deepfake and phishing will be used in these sophisticated assaults. Deepfake attacks, which use AI to create fake films and pictures that are difficult to distinguish from real ones, will proliferate and compromise an individual’s or an organization’s security. Also, with recession lurking around the corner, the trajectory of such fraud will go up, and the act of fraud prevention is the immediate need of the hour.

    The deployment of 5G technology will probably lead to an increase in the number of Internet of Things (IoT) devices connected to networks, opening up new chances for hackers to conduct more extensive and sophisticated assaults. Attackers will find it simpler to target particular types of traffic, such as IoT devices, thanks to network slicing, which enables the separation and control of various types of data on the same network. Additionally, consumers are more likely to experience security problems, including denial of service assaults, botnet attacks, and man-in-the-middle attacks, due to the unique design of 5G networks.

    Rise of Synthetic ID: Synthetic identity fraud is the creation of an identity using both real and false information. The new identity that is created, also known as a synthetic identity, contains enough verifiable information to appear legitimate and may be used to open accounts, make fraudulent transactions, and con telecoms. The internet’s development has made it easier for large-scale synthetic identity fraud and blurred the distinction between traditional crime and cybercrime. By 2023, synthetic identity fraud is expected to reach $2.42 billion, and by 2024, $5 billion.

    Scam Calls: The number of scam calls  is increasing daily as threat actors get more inventive in attracting their victims. Some people play on fear while others make false promises, while some appear amiable while threatening victims with grave repercussions. Scam calls are frequently a part of a broader plan. Scammers attempt to get sensitive personal data from their prey in order to carry out more telecom scams. Such fraud may cause customers to experience everything from identity theft to financial losses, while it can also harm telecoms’ reputations and cause revenue losses.

    Robocalls: Although there are regulations in place to curb the menace of illegal robocalls, there seems to be no end to it in the near future. Scammers are quick to adapt to obstacles and are constantly seeking clever ways to bypass security protocols, thus continuing to affect telcos and their customers’ experience.

    Device Fraud: Device sales are undeniably a revenue opportunity but come with significant risks. In recent years, we have seen a steep increase in the number of device fraud cases, with organized fraud- rings playing a significant role in these crimes, and this trend will continue to grow due to factors such as the advent of 5G, a shift in consumer behavior towards online channels, etc.

    Flash Calls: Flash calls are quickly gaining popularity since they are thought to be more affordable than SMS but also quick and secure and contribute to a better customer experience overall. Juniper reports that Flash Call volume will increase by 25 times from 2022 to 2026. Although this is lucrative, fraudsters can exploit these gaps in the channels.

    It is paramount for telcos to have a holistic fraud management strategy. One of the critical arsenals is to incorporate ML and AI algorithms in their fraud management systems that monitor networks for suspicious behavior. It has also never been more critical to proactively combat fraudulent behaviors using automated procedures that cancel, halt transactions, or suspend a subscription in real time. On the other hand, it is also vital for telcos to educate their customers on the new fraud tactics used by fraudsters in order to protect them from falling prey to fraud. Through advanced Fraud management systems that are readily deployable, 2023 could provide a more promising light on fraud identification and mitigation.

    One-stop solution to address all types of telecom frauds across Voice, Data, and Digital Services

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  • Why should telcos accelerate Revenue Assurance to Business Assurance transformation

    Why should telcos accelerate Revenue Assurance to Business Assurance transformation

    Protecting Business is fundamental to ensuring the success of any telecom company. This need has encouraged the rise in demand for the shift from conventional revenue assurance to the more comprehensive Business Assurance which covers more disciplines and practices throughout all telecom environments. Taking into consideration of the growing network complexity, which key areas do telecom operators need to focus on for transformation from revenue assurance to business assurance? Let’s understand the key areas and why they require your utmost attention during the transformation.

    Revenue management: Extended Integration in Multi-Disciplinary Sectors 

    Revenue assurance is a well-practised discipline in any industry. With its major role in telecom revenue assurance, it is not surprising that telcos depend on assurance systems to optimise and monitor the operational cost of their services to ensure overall profitability. As per leading experts in revenue/business assurance, “Assurance functions need to cover not only revenue leakage but also other aspects and areas of the overall business.” The appetite of the market for new network solutions, thanks to cloud transformation and the need for the protection of margins, has never been higher.

    This is where Business Assurance comes in to extend integration in multi-disciplinary sectors. Digitalization has greatly increased in all sectors of a business to the point where assurance systems are a need to observe and mitigate the overall risks involved in running a telecom business. The urgent requirement to succeed in today’s multi-service and multi-disciplinary services world also puts pressure to shift beyond revenue-only assurance to Business Assurance.

    Business assurance acts as a comprehensive, proactive data-centric assurance system that continuously protects and improves financial integrity while improving business value and customer experience.

    These are a few important transformations from revenue to business assurance that ensure increased market growth:

    • Management of increased risk factors across the line of businesses.
    • Robust integration of real-time controls
    • Enabled risk assessment in business process controls of business operations
    • Enabled additional control with elevated priority on privacy, security, and regulatory enforcement
    • Broadened scope of billing and revenue management in complex multi-service products offered by telcos.

    The business value chain is ensured through digital transformation in agile projects and increased accountability within the various domains. Specifically, a digital transformation journey in Business Assurance in telco companies provides end-to-end monitoring systems that serve as a second line of security for an intricate digital environment.

    Digital Maturity in Network integration: Unified Data Assets for a Data-Driven Business Assurance

    For any considered service, there are numerous OSS and BSS processes that are interrelated, if not completely incorporated, into the networks. Consequentially, finding the root cause of a revenue problem due to these complex integrations has become more difficult, and the growing network complexity worsens this. Since data matters so much in the telco space, successful CSPs are often data-driven businesses. The most fundamental area where business assurance transformation plays an immediate role is connecting siloed data sources into integrated dynamic data sources that can be used over all branches in a single organisation effectively while supporting new initiatives and innovation.

    However, using data as an asset provides additional benefits from the transformation point of view (revenue to business assurance). These are:

    • Enterprise Resource Planning (ERP) strategies can be improved: Revenue accounting by the use of new data can become significantly more efficient and streamlined. This helps reveal unearned revenue previously unknown. Business assurance transformation in how the data is used can affect vital system components such as fraud management, margin assurance, and financial integrity to be more intelligible to identify data metrics.
    • The case for a business to adopt a data-first stance is now the most prominent than ever before: Analysed data is very crucial to an organisation’s innovation strategy, as proven by many businesses. The data tasks that need to be performed are often complex and need experts from multiple domains to come together. Business Assurance enables digital maturity through data network integrations, allowing information to be available to everyone involved bringing potentially transformative efficiency and innovations. Understanding their business’s goals and these integration tools can be deployed to achieve more than just revenue management, it can liberate data and insights to flow in all streams of telecom domains. This is the central foundation of Business Assurance.
    • Unifying data assets through an accessible network stream to provide a better Customer Experience (CX): Customer experience offers a competitive edge, that businesses can take advantage of to be a primary differentiator in the services they provide. A concern in all businesses is how relationships are managed, the enterprise-wide reach of Business Assurance transformed through data liberation helps connect business information to deliver seamless professional and outcome-driven services for customers.

    Conclusion

    Telecommunications need to be at the forefront of incorporating emerging technologies in their roadmaps and be ready to deliver innovative assurance solutions. As new technologies follow, a telecom business needs to create a rich and reliable Business Assurance system to streamline customer experiences. By transforming revenue assurance to business assurance, CSPs can get the most out of all functions carried out within diverse domains while ensuring profitable services are being provided.

    See how Subex Business Assurance can help you in assuring your business

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  • Don’t let Identity Theft ruin your holidays!

    Don’t let Identity Theft ruin your holidays!

    The holiday season is upon us, and you are probably making plans to travel, shop, and spend time with your families. Planning a holiday has become easier than ever, with the digital world allowing everyone to make all bookings online. Everything is at your fingertips on your mobile phone, and all you need is connectivity, a website or web app, and your debit/credit card. However, did you know that this moment of bliss can turn to tragedy in seconds?

    Online scams happen every second, and we as consumers need to keep ourselves on top of the different types of risks that are around us and their implications on our daily lives. Identity theft is one such risk that can result in massive financial loss. In reality, these fraudsters strike even more during the holiday season when you least expect it. For this reason, it is unsurprising that December is the month for National Identity Theft Prevention and Awareness.

    Incidents of identity theft and related fraud rose nationwide in 2021, according to the FTC:

    • Fraud complaints increased by 19% for the year to more than 5.8 million.
    • Financial losses from fraud rose 77% from the previous year to more than $6.1 billion.
    • The number of consumer identity theft complaints rose 3.3% to over 1.43 million.

    With personal information readily available for fraudsters, here are some of the risks that you need to be aware of and some steps you can take to be vigilant in detecting these frauds and avoiding losses.

    Card Skimming: This is a type of credit/debit card theft where a fraudster uses a small device to steal the card information in an otherwise legitimate transaction, like in a restaurant or while shopping. This fraud is usually carried out by a fraudulent employee who uses a fraudulent card scanner to steal the data. When someone swipes a credit or debit card through a skimmer, the device captures and stores all the details like the cardholder’s name, card number, and expiry date stored in the card’s magnetic strip. The fraudster then uses this stolen data to make fraudulent charges either online or with a counterfeit credit card.

    Identity theft through Account takeovers:89% of digital fraud losses that occur are due to account takeovers where a fraudster gains access to your account and misuses that information for nefarious means. In some instances, fraudsters also use fake websites, fake emails, and fake mobile apps for users to trick unsuspecting users into granting them access to personal information.

    SIM swap: In SIM swap fraud, a fraudster gets access to your mobile number to steal your financial transaction passwords. How do they do this? Once he/she has your number, the fraudster calls customer care to notify you that you have lost your phone. When prompted, the fraudster provides a validation (to prove that he/she is the customer) basis personal parameters like name, date of birth, and email address, all of which are readily available on social media, or a fraudster can obtain these through social engineering methods. The operator then blocks your sim card as mandated. The fraudster then buys a new sim card from your operator “on your behalf” and gets access to all your personal information. SIM swap fraud impacts not just the consumer financially but also the telecom operator and the bank equally. A noteworthy fact is that in many countries, due to non-adherence to consumer interests and protection, both the entities (the telco and the bank) are legally liable to compensate the victim for their financial losses.

    Vishing/Phishing: Fraudsters send an email to trick you into clicking on a link that might give the fraudster access to your personal information. Also, in some cases, fraudsters pose as bank customer care personnel to get access to your OTP to carry out fraudulent activity.

    Now that we have looked into some of the Identity frauds out there, let’s move to some tips to bolster online security and reduce the risk of identity fraud:

    1. Ensure you have turned on two-factor authentication wherever possible. If that’s not available, use strong passwords or a password manager to secure accounts.
    2. Do not share details like date of birth, residence address, and other personal information on social media to prevent account takeovers.
    3. Secure your online and mobile devices by using a screen lock
    4. Encrypting data stored on the devices
    5. Avoid public Wi-Fi, especially if you intend to do a financial transaction or access your bank details, or use a virtual private network (VPN) and install best-in-class anti-malware software.
    6. Sign up for transaction alerts from banks, credit card issuers, and other service providers to receive notifications and keep an eye out for suspicious activities.
    7. Do not authenticate any transaction on a phone call, as no service provider would ever call you to ask for a password, OTP, and more.

    Most businesses have some form of a fraud management system to detect and prevent fraudulent activities. These systems can monitor the transactions for anomalies such as high usage, payments, or purchases at an odd time of the day, fake identities, and take necessary actions to avert fraud losses to the consumers. Leveraging technologies such as AI/ML to outsmart fraudsters is paramount. Also, the consumer must pay attention to suspicious transactions this holiday season and secure personal information to avoid financial losses.

    Wish you all a happy holiday season!

    If you are interested to learn how AI /ML techniques can help you combat Identity Fraud

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  • How Enterprise Asset Management Works

    How Enterprise Asset Management Works

    To establish the worth of your company, you must first consider what you possess. Assets are the key measure of a company’s worth; thus, they must be managed thoroughly.

    This necessitates Enterprise Asset Management (EAM). EAM is described as a method of managing assets across IT, network, and software, throughout their lifespan, from purchase through disposal. EAM attempts to maximise asset utilisation and optimise asset lifecycle management through policies, methods, and resources that maintain and regulate operational assets and equipment.

    Without such a structure, you risk losing assets, incurring cost overruns, inefficient utilisation, and even facing security concerns.

    Let us now look at key terms in Telecom Enterprise Asset Management like asset, asset lifecycle, and what to look for in an EAM solution

    What is an asset?

    An asset, according to a conventional asset management definition, is an object, thing, or entity that has prospective or existing value to an organisation. Value is mostly viewed from a monetary standpoint (we may make/save money from it, i.e., ROI). However, non-financial factors such as brand, comfort, the convenience of use, and competitive advantage are also important.

    The standard also divides assets into two categories:

    • Physical Assets: Those that can be touched, such as network equipment, inventory, IT assets, and real estate
    • Intangible assets: Leases, brands, digital assets, usage rights, software licences, intellectual property rights, reputation, and agreements are examples of immaterial assets.

    What is Enterprise Asset Management?

    Asset management is the coordinated effort of an organisation to extract value from assets. The term “activity” is used widely here since it can refer to:

    • The strategy
    • The preparation
    • The plans and their execution

    So, asset management is more than just keeping track of what you possess. A more accurate definition is:

    Asset management is a rigorous discipline that explores how to measure, appraise, manage, and maximise the quality and dependability of assets.

    Enterprise Asset Management Lifecycle

    To guarantee that value is gained or kept, the path of an asset through the EAM lifecycle must be controlled at every stage. Let’s go over the key stages of the lifecycle:

    1. Planning & Budgeting

    Understanding your company strategy, including which assets are necessary to fulfil your goals, is required. Planning also entails:

    • Creating precise timelines
    • Budget allocation
    1. Acquisition

    In this case, the choice is between outright purchase and leasing. As the asset is delivered to the company and safely held pending deployment, your enterprise’s procurement processes come into action. Physical assets would be tracked in tracking systems and labelled with suitable identifying labels.

    The supplier’s obligations, including maintenance, are often defined in acquisition contracts.

    1. Assignment

    An assignment is initiated by either a user request or project-based timetables. Policies governing assignment and usage would apply, with some assignments needing approval or monetary commitment. The assignee’s records would be entered into tracking systems and fixed asset registries as needed.

    • Training users would be part of the assignment process for some assets.
    • During the assignment process, digital assets may require configuration and customisation, as well as security.
    1. Utilization & Optimization

    In this case, the asset is used to deliver actual value in order to accomplish the strategic objectives. When an asset reaches the Utilization phase, you will conduct routine tasks such as:

    • Asset usage (and misuse) is monitored using suitable tools such as technology systems and audits.
    • Auditing finances on a yearly basis to track the worth of assets as their bought value depreciates over time.

    Repairs, servicing, and upgrades may all be included in optimization to ensure that assets continue to serve the organisation for as long as feasible.

    1. Decommissioning

    This entails reversing the asset’s assignment and removing it from usage. Decommissioning can be triggered by:

    • Lease term expiration
    • Depreciation
    • Obsolescence
    • Breakdown to the point that repair is unlikely to be beneficial

    You will carry out the following tasks during decommissioning:

    • Update the asset’s records Determine the asset’s ultimate financial worth
    • Transfer the item to a secure location for disposal or return.

    You’ll need to transmit or archive any digital assets before performing security checks for confirmation.

    1. Disposal

    Enterprise policies usually govern how you dispose of retired equipment.

    • Some assets can be sold to a willing buyer for a profit.
    • Other assets can be given to charity, destroyed, or wasted, eventually ending up in a landfill.
    • If the lease contract specifies it, leased items will be returned to their owner.

    EAM solutions

    Manual EAM operations are only practicable in small businesses and organisations in today’s digital world. Middle- and large-sized businesses demand powerful systems that can track hundreds, if not millions, of assets on a worldwide scale, especially in the age of IoT and mobile devices.

    As a result, according to a recent forecast, the EAM solutions market will grow at a powerful 17.0% CAGR, rising from $5.5 billion in 2019 to $25.9 billion by 2030.

    Modern EAM systems are often cloud-based and enable automated functionality across the whole lifecycle, allowing your organisation to:

    • Have a complete picture of all your assets across multiple functions, specifically the Financial and Technical organization.
    • Maximize the total cost of ownership (TCO) of each asset during its lifetime.

    To know more, visit: Subex Enterprise Asset Management

    Leverage end-to-end Business Intelligence across the enterprise asset lifecycle to yield significant network savings.

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  • Principales desafíos a los que se enfrenta el CMO moderno

    Atrás quedaron los días en que la vida de un CMO (Chief Marketing Officer) era simple y su enfoque se centraba principalmente en la publicidad, la investigación de mercado y la gestión de marca. La investigación de mercado y la percepción del consumidor se limitaron a las pruebas previas a la comercialización y la evaluación de nuevos productos y campañas, y pocos comentarios del mercado sobre las preferencias de los clientes. Hoy en día, el papel de un CMO ha cambiado drásticamente y es un socio igualitario en el crecimiento de los ingresos y la mejora de la experiencia del cliente como cualquier otro CXO.

    Los cambios interconectados en el panorama tecnológico y el comportamiento del consumidor están desafiando a las empresas del mundo. La tecnología lo está cambiando todo, y las primeras señales de advertencia han sido visibles mucho antes del evento Cisne Negro de una pandemia. El ritmo al que están ocurriendo estos cambios es emocionante y aterrador al mismo tiempo.

    ¿Aún te preguntas cómo será el 2022 para los CMO?

    El papel del director de marketing ha cambiado drásticamente en los últimos años. El CMO solía ser el principal responsable de la estrategia de marketing, pero ahora tiene muchas más tareas. La estrategia de marketing sigue siendo una parte considerable de su trabajo, pero ya no es todo lo que hacen.

    Necesitan asumir muchos otros roles, como resolver problemas analíticos y comprender cómo los datos afectarán sus decisiones futuras para crear una excelente experiencia para el cliente.

    En 2022, el CMO tendrá un enfoque holístico de la estrategia de marketing y adoptará nuevas tecnologías como AI/ML e integrará AI en sus flujos de trabajo.

    Dado que el papel del CMO está cambiando rápidamente a medida que avanza la tecnología y cambia el panorama competitivo, los desafíos que enfrentan los CMO también están creciendo muy rápido.

    Principales desafíos que aparecerán constantemente en el radar de un CMO

    A medida que los cambios están ocurriendo rápidamente en el panorama del marketing, los CMO deberán adoptar un punto de vista más holístico que solo el estratégico. Estos son los principales desafíos que enfrentaron los CMO este año.

    Desafío #1- Transformación digital acelerada

    La rápida evolución digital y la tecnología transforman fundamentalmente la forma en que vivimos nuestras vidas. La adaptabilidad es vital para mantenerse a flote. Si una organización no se adapta a los tiempos cambiantes, los competidores la superarán. La adaptabilidad no solo es crucial para los humanos, sino que la tecnología que usamos debe ser adaptable. Los tiempos de respuesta rápidos, menos cuellos de botella, la automatización del flujo de trabajo y la integración son obligatorios. Los CMO siempre deben buscar formas nuevas e innovadoras de mantenerse a la vanguardia. Además, deben continuar evaluando nuevas tecnologías y plataformas y experimentando con diferentes canales de comercialización.

    Top challenges faced by modern-day CMOs

    Desafío #2: información basada en datos y datos: dominar las métricas en tiempo real

    La explosión de datos es uno de los mayores desafíos a los que se han enfrentado las organizaciones y los equipos de marketing en los últimos tiempos. El 90% de los datos del mundo actual se han creado solo en los últimos dos años. Con el aumento del volumen, la variedad y la velocidad de los datos disponibles de varias fuentes, se ha vuelto un desafío obtener una imagen clara y conocimientos significativos de este volumen masivo de datos.

    Según una encuesta de IBM, al menos el 80 % de los directores de marketing aún confían en las fuentes tradicionales de información, como estudios de mercado y evaluación comparativa competitiva, para tomar decisiones estratégicas. Del mismo modo, más del 60% confía en las tendencias de ventas y el análisis de campañas.

    Se ha vuelto difícil analizar esta gran cantidad de datos para extraer información valiosa en tiempo real y utilizar esta información basada en datos para mejorar los productos, los servicios y la experiencia del cliente de manera efectiva.

    Desafío #3: apropiarse de la experiencia del cliente

    La experiencia del cliente es otra área en la que los CMO deben centrarse para tener éxito en el futuro. Se ha pronosticado que la experiencia del cliente superará al precio y al producto como el diferenciador clave de la marca.

    Según Accenture, solo el 25% de las marcas sienten que están atrasadas en términos de experiencia del cliente. Tradicionalmente también, las empresas han tenido silos claros entre marketing, ventas y servicio al cliente. Para estar centrado en el cliente, el viaje del cliente debe ser fluido. Se espera que el CMO de hoy haga más que clientes generales con mensajes y conciencia de marca. Necesitan rediseñar las experiencias que unen la tecnología y las personas de una manera más centrada en el ser humano para mejorar y poner la experiencia del cliente en primer lugar.

    Desafío #4: ofrecer personalización

    Los CMO entienden que la relevancia es muy importante. Porque cuando el contenido se adapta, es más probable que la audiencia preste atención. Cuando se trata de interactuar con el contenido, las personas ahora tienen períodos de atención más cortos que un pez dorado.

    La personalización proporciona la respuesta a este desafío. Según McKinsey, “la personalización puede reducir los costos de adquisición hasta en un 50 %, aumentar los ingresos entre un 5 % y un 15 % y aumentar la eficiencia de los gastos de marketing entre un 10 % y un 30 %”.

    Desafío #5- Identificar la tecnología adecuada

    La proliferación de canales digitales a través de múltiples plataformas y dispositivos con las crecientes demandas de análisis e información inevitablemente da como resultado una necesidad mucho mayor de tecnología. Pero identificar las tendencias y desarrollos tecnológicos correctos no es una tarea fácil en el panorama de la tecnología de marketing (MarTech), ya que es extraordinariamente complejo. El CMO deberá comprender las soluciones disponibles e identificar a los socios adecuados para resolver estos desafíos relacionados con la tecnología.

     

    Desafío #6- Estructura y capacidades del equipo de marketing

    Con la centralidad digital y del consumidor jugando un papel más destacado en la combinación de marketing y comunicación, encontrar el talento adecuado para gestionar esto no es fácil. Es difícil encontrar, particularmente aquellos en la organización de marketing que tienen un conocimiento profundo del dominio digital combinado con una amplia perspicacia comercial, y que tienen habilidades creativas y analíticas, o, al menos, la capacidad de administrar e integrar a aquellos con estas habilidades.

    Desafío #7: aprovechar la IA y el aprendizaje automático

    La IA ya no es un sueño del futuro. Lo que puede hacer pragmáticamente con la IA y el aprendizaje automático para impactar positivamente en la experiencia del cliente y el marketing es ilimitado. Veamos cómo cambia el panorama de MarTech y mejora la experiencia del cliente.

    40% de los departamentos de marketing y ventas priorizan la tecnología de IA y ML para su éxito más que otros departamentos.

    71% de los marketeros encuentran que la IA puede ser usada para la personalización.

    40% de los negocios dicen que la experiencia del cliente es la motivación principal para utilizar la IA

    Cuando se les preguntó qué tecnologías mejoran más la experiencia del cliente, el 34 % de los líderes de ventas y marketing creen que la IA es el mayor factor de cambio.

    Siete obstáculos, una respuesta: inteligencia artificial (IA)

    La respuesta a los desafíos antes mencionados es la Inteligencia Artificial (IA) o soluciones basadas en IA. Ayuda a automatizar las tareas rutinarias manuales repetitivas y anima a los profesionales a centrarse en tareas más estratégicas y creativas. Ayuda a aumentar la eficiencia y mejorar la experiencia del cliente al proporcionar ofertas personalizadas en el momento adecuado para los clientes adecuados.

    El auge de la inteligencia artificial, el aprendizaje automático y las tendencias de automatización tienen un impacto significativo en el marketing. La IA se utiliza en actividades de marketing de potencia, como la personalización, la orientación y la segmentación. Y a medida que la IA continúe evolucionando, será aún más poderosa y capaz de crear contenido personalizado y analizar una gran cantidad de datos de clientes de varias fuentes para obtener información significativa.

    Con el auge de las plataformas de orquestación de IA en la industria, las empresas están implementando la IA, lo que permite la escalabilidad, el crecimiento y la innovación. Las soluciones basadas en IA ayudan a mirar más allá de la demografía básica, los intereses, el comportamiento, etc. de los clientes tradicionales, y ayudan a administrar los recorridos de los clientes de extremo a extremo. Ayuda a comprender las preferencias únicas de los clientes para ganarse la lealtad del cliente y lograr la hiperpersonalización utilizando datos detallados en tiempo real y ajustar las ofertas en consecuencia para brindar una experiencia de cliente mejor y sin inconvenientes.

    Según Gartner, el 65 % del desarrollo de aplicaciones se realizará en plataformas de IA de bajo código o sin código. Con sus capacidades únicas de código bajo/sin código, equipa a cualquier persona en una organización de marketing para construir modelos AI/ML además del conocimiento del dominio. Les ayuda a construir modelos de aprendizaje automático sin escribir una sola línea de código y les ayuda a tomar decisiones más rápidas y mejores basadas en datos. Ayuda a las empresas a adoptar nuevas tecnologías como AI/ML e integrar rápidamente AI en sus flujos de trabajo para tomar decisiones basadas en datos y brindar una excelente experiencia al cliente.

    Entonces, ¿cómo aborda su equipo de marketing estos desafíos? ¿Crees que la IA y el aprendizaje automático abordan todos estos desafíos? En caso afirmativo, hágame saber sus pensamientos en la sección de comentarios a continuación.

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