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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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  • Revolutionizing Partner Settlements: Say Goodbye to Manual Reconciliation

    Revolutionizing Partner Settlements: Say Goodbye to Manual Reconciliation

    In this Digital Transformation era, every business strives to get the best out of its services by leveraging all capabilities available. This cannot become a reality without innovations within telecommunication products and services.

    To meet the increasing, dynamic, digital, and innovative needs of customers, Telcos need to expand their portfolio beyond their traditional capabilities. Digitalization is forcing Telcos to forge partnerships with the digital natives to innovate their offering. This also means Telcos need a much quicker GTM strategy for their services than ever before. Partnership is the key to success here as Telcos can leverage on their partner’s strength. The partnerships are not new to Telcos; in fact, a partnership is like a conjoined strategy for most telco products and services.

    Managing a Profitable Partnership

    Telcos should have Partnering Strategy to bundle services, go to market quicker, realize the benefits and continue to innovate. While everyone is focusing on making the partnership work and be successful, fuel to this model is nothing but revenue and cost management. While it is not in the true intention of any partner to charge/pay for more/less than what it has to be, it’s necessary to validate, communicate and resolve any errors with the settlement. Timely identification of discrepancies and resolving them without delays is crucial for a healthy and profitable partnership. Discrepancy resolution is naturally a slow process and if not addressed at the right time and right pace, may end up in backlogs of unsettled invoices leading to unhealthy partnership.

    Usually, Analysts read the invoices, verify values and confirm correctness. However, when dealing with 100s or 1000s of invoices, there are high possibilities of errors. Telcos should leverage technology to address this problem of Carrier Invoice Imports & Reconciliation. You will be surprised to see that there are still jobs posted in the market for analysts to check rates, cost elements, verify invoices, and do reconciliations manually. Such tasks are error-prone and hectic, which will eventually reflect in the quality of the outcome.

    Challenges with Partner Invoices

    Partners send invoices in different formats, types, and frequencies to Telcos. Such invoices can be in PDF, JPG, scanned images, or spreadsheet format.

    Telcos should invest in a robust solution capable of handling all variants of invoices, parse, process them and hand it over for reconciliation. Investing in a solution that is based on prebuilt can help to some extent. This will work if the invoices you want to process fits in one of their prebuilt. If not, then the new invoice layout needs to be designed, developed, or trained.

    Even within pre-builts, it’s not very easy to find the model which fits the need. Partners can keep changing their invoice formats as part of their continual improvements. Field positions can shift or change from what it is trained from. One can build rules to wrangle them. But the real solution to this problem should be from the Deep Learning techniques of AI/ML.

    Deep Learning: The need of the hour

    Solutions built based on deep learning-based convolutional object detection methods can extract data from scanned images (OCR), interpret any types of invoice formats, layouts, and support different language invoices translation. Deep BERT-based question-answering model will enable parsing attribute values from the invoices with a higher success rate. This, combined with NLP, improves the accuracy of invoice data classification. Also, look for solutions that can scale out as per need; hence parallelism can be achieved to improve performance.

    Subex AI Labs comes in handy to address OCR challenges with invoices. Four key features of the Subex Invoice processing module are:

    • Deep learning-based OCR model for data extraction from scanned pdfs.
    • Advanced BERT-based NLP model for accurately classifying invoice data, summarising invoice data to get better representation.
    • Distributed deployment to support processing multiple invoices simultaneously within a few minutes.
    • Automatic convolutional method for invoice layout identification and verification for known customers.

    Our invoice extraction module can automatically identify invoice layouts and extract all relevant information using the above-mentioned experts-built techniques. We drive efficiencies into your businesses via process automation to gain operational insight to support critical decision-making activities and enable you to achieve a competitive advantage. Subex Partner Settlement solution also allows you to introduce innovative services, bundled offerings, and products and handle billing for traditional and digital services, thereby opening new business streams for complex variable pricing models.

    Continue to the next part

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  • 5 Mantras of Accounting Assurance for Telecom Operators to optimise profit growth

    5 Mantras of Accounting Assurance for Telecom Operators to optimise profit growth

    Numerous organisations use accounting assurance services to verify the validity of their financial data. Businesses typically also use assurance services for risk assessment, information systems reliability, e-commerce, healthcare and business performance. In telecom, accountants often use this autonomous professional program to examine financial documents and improve the quality of the data contained in those records.

    What is assurance in accounting?

    Assurance services concentrate on overlooking the procedures, operations and management of a company to ensure it is operating with the necessary precision. Assurance operates on past data from enterprise reports to analyze and improve the quality of information which in turn helped individuals make informed decisions. The most standard assurance benefit is the assessment of financial reports for accounting departments. Assurance services are not only used for analyzing financial systems but also systems in other departments of business like internal controls or IT systems.

    Most telcos need to use accounting assurance because the law demands them to, while other domains use these services for voluntary, regulatory or compliance grounds. The use of assurance services in telcos is necessary to navigate complexities, risks and opportunities by proactively managing and monitoring risks associated with financial decision-making that affect partner networks or third-party relationships. Businesses find that assurance services help achieve greater financial performance, create sustainable revenue growth and provide competitive techniques for differentiation.

    Why is Accounting assurance needed?

    Accounting Assurance is important to mitigate the cause of revenue leakage such as inaccurate treatment of revenue streams, incorrect revenue accounting, reporting errors etc. If accounting assurance services are not applied it leads to multiple challenges like:

    • Lack of knowledge of accounting procedures received from controlling departments resulting in delays in accounting the revenue
    • Inaccurate design of business logic and general logistic systems across systems like Charging / Billing / Data Warehouse causing errors in data records
    • The lack of management resulted in poor visibility of the revenue numbers reported
    • Inconsistent updates or faulty maintenance of existing statements resulting in mistakes in revenue accounting across revenue streams
    • Inaccurate booking of Invoices and the inefficient process by operators for desperate voucher sales
    • Ineffective tracking of the voucher and SIM sales caused by the absence of a voucher control system

    Inaccurate mapping of invoices to general logistics for revenue analysis

    What are the components of Accounting Assurance?

    Here are 5 elements that build up accounting assurance services:

    • Three-team relationship: This contains the liable party who organizes the data, the practitioner who acquires the information and the application users who make informed decisions based on the assurance’s output.
    • Subject matter: There must be a clear subject of issue for assurance services. Generally, this is the balance sheet, income statement or statement of cash flow.
    • Benchmark criteria: In the case of mandated criteria, such as the International Financial Reporting Standards, the assurance specialists review the subject concern.
    • Criteria evidence: The assurance professional conducts this by forming performance reports of the subject matter with accurate and high-quality data.
    • Assurance report: This is the reported result of the assurance service that explains and finalizes the subject concern.

    What are the processes involved in Telecom Accounting Assurance?

    Telecom operators are often trying to expand significantly to bring in optimised profits since it is a very competitive business domain. With reference to this, accounting assurance has evolved from its function as a business regulator to a business achiever.

    Revenue accounting is a vital area of CSP business. Here, operators encounter tough challenges when it comes to estimating revenue across earned and unearned values, compliance, and recording of financial data. Telcos also find it hard to monitor leakages within order to cash bookings, voucher generation (electronic and physical), starter kits and bundled offers, pre-provisioning invoicing of channels etc., leading to mistakes, delayed processes, inaccuracies in customer data records or overstatement/understatement of revenue gathered.

    When recorded, prepaid and post-paid service validations provide crucial insights into possible areas of revenue leakages within a corporation’s accounting activities.

    Here are a few steps involved in the accounting assurance process :

    1. End-to-end process verification
    2. Stock management review
    3. Distribution process review
    4. Invoicing process validation
    5. Account receivables review
    6. Independent method analysis
    7. Report and transaction analysis
    8. Configuration validation
    9. Billable versus billed validation
    10. Invoice to ERP action
    11. Unbilled revenue validation
    12. Financial reporting

    Existing revenue accounting processes have in-built tools to determine discrepancies that might cause revenue leakages. These processes are based on operator policies, review of payments by subscribers, and real revenue collected through the charging systems. Detailed comparisons between distinct metrics involved can forewarn revenue assurance teams about probable leakages, thereby reducing conflicts in the earned and unearned revenue accounting across services.

    Accounting Assurance as a service can improve the quality and transparency of information and reduce the likelihood of problems occurring from incorrect data. Assurance processes can be regulatory or compliance-based. Their function is to ensure that a business is following guidelines, rules and policy and provide both internal and external assurance for financial accounts.

    Accounting experts are qualified independent performers who can tackle such services and verify processes are streamlined. Reducing risk enables intended users to confidently make informed decisions. Thus, assurance guarantees better decision-making for users, such as investors and analysts.

    Also, assurance services follow up on their procedures by testing the validity of past data within the business cycle. The most popular assurance service is financial statement verification, but they incorporate a wide range of other complex assessments as well.

    How Tier-I APAC telco optimise its Revenue reporting process by identifying $ 2.5 million understated revenue

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  • 5 ways to select the best asset maintenance software for optimal performance

    5 ways to select the best asset maintenance software for optimal performance

    Simplifying operations by working towards the right tools and technologies is a fundamental priority for all business owners. Choosing the right enterprise asset management software is a critical aspect of this endeavor: a robust asset management system can help you maximize the life of assets through preventive care, improve software and asset utilization and reduce unnecessary costs.

    No matter what you’re tracking, monitoring enterprise asset health and maintenance is vital to improving productivity. However, companies today have an overwhelming variety of enterprise asset management options to choose from.

    Choosing the right enterprise asset management tool for your business can be exhausting, especially if you are unaware of what to look for. In this blog, we’ll run you through some important points you should consider before purchasing asset management software.

    1. Know your business requirements in regards to user-level and technical requirements

    Business requirements include the volume of assets there are in your business, their efficiency and performance, and why do you want to track assets. In selecting enterprise asset management tools, it is implied that you look for cutting-edge usability improvements that will streamline the adoption of the software in the company and offer enhanced decision and managerial support in presenting which management tasks are most urgent at a given time.

    2. Facilitate a centralized repository for all users to access

    The enterprise asset management solution requires a centralized repository that consolidates relevant information about each asset. Other valuable capabilities are analytics and dashboards, which give a complete picture of how assets perform, and automated workflows for engineers to orchestrate networks automatically. This repository will ensure real-time monitoring that supports ‘asset analytics’, i.e., using asset KPIs to create reports that help CTOs and CFOs prioritize operations to achieve business goals.

    3. Ensure holistic visibility of your asset workflows

    Technical prerequisites contain how you plan to host the software, and what security and backup procedures you want. Also, by incorporating both your technical requirements and user-level requirements you can achieve more than the expected benefits. Analyze the standing and experience of developing the asset software of the vendor. A well-known asset tracking and management software provider is more likely to be able to offer continuing support.

    4. Reporting and analytics

    Concentrating all your assets in one location isn’t just about efficiency. It also provides you with a better summary of your asset library. Robust reporting and analytics offer insights into how your assets are being used. If you’re obtaining a lot more return out of certain assets, you might want to create more like them. You can track if valuable assets are being underutilized or spot other patterns to refine your content strategy. Management software systems also help safeguard assets from misuse by keeping a track of downloads and access.

    5. Ensure Accessibility

    You should find a fine balance between ease of use and the requirement of expertise a software requires, less training and easy to use software would save costs in operation. Your software provider should also readily provide the required training to your staff. They should also provide the support and quick interpretation of problems and solutions needed once the software is implemented. For an asset management library to serve a whole organization, administrators must be able to regulate who can access what.

    Enterprise Asset management software provides a holistic view of an enterprise asset’s lifecycle—from its procurement and implementation through its renewal and disposal. While a business could use a simple spreadsheet to track its assets, using AMS enables it to analyze data specific to each asset, enabling it to make more informed decisions about managing its assets, so choose wisely.

    To understand more about Subex’s Network Asset Management solution

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  • What are the five most asked features of Enterprise Asset Management Software?

    What are the five most asked features of Enterprise Asset Management Software?

    The telecommunications industry is evolving rapidly and witnesses unique challenges compared to other sectors. The telecom industry stands out by way of its requirements for massive capital investment over a wide geographical spread. This requirement also extends itself to the network assets operators need, which have to be refreshed more frequently than any other industry.

    With growing changes in technologies and ever decreasing technology cycles, the telecom industry is under immense pressure to make smart Capex investments to stay competitive in today’s market. Add the auditory, regulatory requirements, and transformation from legacy to next-gen technologies, it becomes imperative for the operators to know the rate of change in their network when it comes to:

    • Rolling out new networks
    • Optimizing investments made in existing assets while ensuring seamless migration to newer technologies
    • Decommissioning and monetizing end-of-life assets

    Of course, Enterprise Asset Management software has a role to play in terms of handling network assets in the right way, to ensure Capex and Opex are kept in check. At the same time, regulatory and audit compliance is adhered to. However, operators have several asset management solutions to choose from, making it difficult to choose the right solution within the plethora of offerings.

    In such a scenario, it would be easier for CSPs to understand what features are key to their operations as a guide for choosing the right telecom asset management solution. Below is an indicative list of the top 5 features every CSP must look for within their Enterprise Asset Management software.

    1. Centralized Asset View

    With the proliferation of new technologies and service offerings, many assets are being onboarded on the network. The network and finance teams require a comprehensive view of the assets, their lifecycles, and cross-functional data.

    CSPs need a solution that can provide them with a 360o view of their assets, encompassing asset information across finance, supply chain, network planning, network operations, historical events, contract summary, licenses & security information. Such a feature also needs to provide cross-functional asset information, which is stitched into a seamless view and made easily accessible through a user-friendly UI. This will provide users the flexibility to access other functional asset data in the same place for a single, federated view of assets.

    2. Asset Tracking

    Asset Tracking during site deployments, daily operations, or decommissioning is critical for operations managers. Performing audits and highlighting process deviations are essential to fix process issues and identify operational gaps.

    CSPs need a solution that can perform electronic audits on the network to automatically identify the addition/movements/removals of assets in the enterprise and sends alerts to users if these changes are deviations from tracked workflows. This information can also be used to suggest process improvements.

    3. AI-based Contract Management

    Managing contracts in a telecom environment is a complex activity covering a broad spectrum of contract documents to be handled. It is increasingly vital for telco teams to have comprehensive contract management with automation and AI capabilities.

    Operators need a Contract Management modules that can ingest contract information from any data source, including ERP systems, map each contract to applicable network assets, and notify specific users or teams on expiry and cover contract line items. By Applying Artificial intelligence to the contract ingestion mechanism, heightened efficiencies and accuracy levels can be achieved.

    4. Spare Management

    Operator teams see a strong need to forecast the spare assets based on operational data and make data-driven decisions.

    An ideal Spare Management module can track spare assets across the network and provide spare asset information and spare levels (min, max) and spare classifications. It should also provide users with the option to initiate workflows to move spare assets for excess returns, repair and fault replacement requests. A spare management module also needs to leverage predictive analytics to compute every network site’s exact spare levels, based on historical fault data.

    5. FAR Reconciliation

    Misalignment of inventory system data and the actual network can cause operational issues that lead to poor customer experience. Similarly, mismatches between Fixed Asset Records (FAR) and the actual network can cause regulatory non-compliance and financial cost leakages.

    Operators can leverage a FAR Reconciliation module to identify discrepancies between asset data recorded within the Fixed Asset Register (FAR) and actual assets in the network. By syncing FAR records and actual assets, operators can witness better regulatory compliance that ultimately helps better assess insurance costs and reduce tax liabilities.

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

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  • What makes enterprise business the new hotspot of telco growth?

    What makes enterprise business the new hotspot of telco growth?

    B2C revenues continue to decline.

    Over-the-top (OTT) platforms have eroded one of the biggest advantages telcos once had—providing direct communication channels. Agile digital players are capturing telecom revenues by offering secure, simple, and sticky communication solutions on top of telco networks. Consider WhatsApp for messaging, FaceTime for video calls, Flipboard for news, Spotify for music, and Amazon Prime for digital content. The widespread adoption of 4G and high-speed data networks has pushed consumers further into the app-driven economy, reducing reliance on traditional telecom services.

    To maintain profitability, telcos are increasingly shifting their focus to B2B services. The telecom enterprise services market, which was valued at approximately USD 196 billion in 2023, is projected to grow to around USD 253 billion by 2030 (Southeast News Channel Nebraska). However, B2B customers demand innovation, and many still perceive telecom operators as lagging behind in meeting their evolving needs. Enterprise services now encompass a range of offerings, including managed mobility solutions, cloud storage, cybersecurity, and tailored services for SMEs.

    A key growth area within B2B is the Mobile Virtual Network Operator (MVNO) segment, which was valued at approximately USD 83.5 billion in 2024 and is expected to reach USD 142.9 billion by 2033 (IMARC Group). A major driver of this growth is the increasing adoption of MVNO services by small and medium enterprises, which seek cost-effective, flexible, and scalable telecom solutions. Additionally, the rising demand for IoT connectivity is fueling the expansion of IoT-focused MVNOs, projected to grow at a CAGR of 18.59% over the next decade (SNS Insider).

    5G and IoT will spur enterprise growth.

    Foreseeing the digital disruption, some operators have been re-examining their market positions and extending their services to corporate customers, fixed line services, online banking, and more. But telcos should also carefully monitor the enterprise business space to discover new opportunities in a smart world. Here are some growth levers to look out for:

    1. Autonomous vehicles – 5G will drive machine-to-machine (M2M) communications whereby vehicles can communicate with other vehicles, MET departments, traffic control systems, and more. Coupled with edge computing and ultra-reliable low latency communication, this will allow on-the-go decisions about alternate driving routes as well as real-time recommendations for repairs or fuel stations.
    2. Public infrastructure – Municipal corporations are actively evaluating how to use IoT for smarter governance. Through 5G, utility companies will be able to track resource usage, such as electricity and water usage remotely. Sensors can notify public works departments, enabling rapid responses in cases of flooding drains faulty traffic lights, fused streetlights, and accidents.
    3. Healthcare – As smart devices go cellular, carriers become the portal through which large amounts of health-related data flow between patients and physicians. Think external smart devices tracking vital signs (like respiration for asthma) or smart drugs monitoring internal functions. All this data must be transmitted continuously, securely, to the right provider.
    4. Industrial safety – With its extremely low latency, 5G will drive greater advances in remote-controlled devices that will be more responsive, energy-efficient, and intuitive. Man-machine interactions through remote-controlled robots can ensure worker safety in hazardous environments like mining industries and even precision surgery in healthcare.

    Prepare for change.

    • Customer demographics will change – The entire telecom customer demographic will transform radically to include new kinds of enterprise business customers that want to tap into 5G use cases.
    • Network traffic will evolve – Due to the changing customer demographic, the type of network traffic will evolve dramatically from call detail record (CDR) based to event-based traffic.
    • Data volumes will skyrocket – Operators will be swamped with tremendous amounts of data originating from their extended B2B ecosystem across verticals.

    It’s going to be partnerships, all the way.

    Seizing this opportunity, we can expect telcos to partner with enterprises, IoT-specific mobile virtual network operators (MVNOs) and digital upstarts with the objective of:

    • Expanding verticals to bundle offerings that are truly innovative. To help enterprises deal with rising device penetration, adoption and connection, some operators provide enterprise connectivity solutions. Through this, enterprises can manage all their SIM cards used for device cellular connectivity and M2M communication with advanced device analytics, self-care options, and more, from a single pane.
    • Selling insights based on enterprise data. McKinsey has already investigated this and predicts that digital and analytics can give telcos 5-15% incremental revenues in its B2B segment. Some use cases here include dynamic deal scoring, personalized campaigns, next-product-to-buy algorithms, and predicting network outages or inefficiencies for faster remediation and greater customer satisfaction.
    • Becoming a hub of contractual compliance between multiple partners. Subex is helping telcos leverage the power of AI to for intelligent contracting, thereby minimizing disputes, enhancing contract performance, and ensuring partner satisfaction.
    • Enforcing digital trust and data security. With increasing amounts of data passing through telcos, some operators are offering a full range of enterprise cybersecurity products along with consulting, professional, and managed security services. Coordinated security solutions can centralize data management and security in accordance with various national guidelines, making compliance and security easier and more cost-effective.

    Collaboration is the new competition.

    CSPs can metamorphize into nerve centers that facilitate the right connections between businesses and customers. But, their competitive edge in tomorrow’s connected world will depend on how quickly and efficiently they forge partnerships and collaborations. With higher numbers of partners and connections as well as bundled services and products, operators will be responsible for encapsulating terms, rating billing data, and ensuring quality of service levels. Thus, operators must be ready with transparent, agile, and intelligent enterprise billing systems that simplify partner management.

    Unlocking new growth paradigms with enterprise business.

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  • Customer Lifetime Value (CLTV) for a Digital Wallet Business

    Customer Lifetime Value (CLTV) for a Digital Wallet Business

    Customer Lifetime Value (CLTV) is a metric that measures the total revenue/profit that a customer is expected to bring over the course of their lifetime with the business. It is an important metric that calculates the worth of all customers. CLTV models can then help address issues such as

    “We have lost this high-value customer, how much can I afford to spend to win them back?” or

    “Which customers should I be targeting to maximize my return on investment?”

    Here are some reasons why understanding and knowing CLTV is essential to a business:

    1. It helps in targeting profitable customers: When the CLTV of each customer is known, it helps in identifying customers who need to be retained or targeted for more products/services and which customers can be let go if there is a risk of churn.

    2. It helps in understanding the kind of customers a business is acquiring: It is always desirable that a business acquires as many as high-value customers, so to evaluate this, calculating the CLTV of new customers relative to existing customers is important. If the CLTV of new customers is higher than that of existing customers, it is a positive for the business as this indicates that the new customers are of high value and profitable customers.

    3. Campaign Effectiveness: CLTV can also be used as a proxy to determine the effectiveness of campaigns where the purpose is to increase the value or revenue from customers. For instance, if a cross-sell or up-sell campaign is being done on a set of customers, and if the CLTV of those customers goes up in the near term, then we can reasonably say that the campaign has been successful.

    4. Business performance: CLTV can also be used as a business performance metric since it essentially tells us the value of all customers, which in turn tells us the value of the business. So, if CLTV increases over time, it is a positive sign for the business.

    5. ROI on Customer acquisition cost (CAC): For a business, (CLTV: CAC) ratio is a critical business metric. This tells us how much value the customer is bringing to the business for every dollar spent on acquiring the customer. This ratio tells you how profitable a customer will be over their lifetime. CLTV: CAC ratio can also yield insights into how efficiently the sales and marketing team are spending money to acquire customers.

    Calculating Customer Lifetime Value

    There are different ways to calculate based on different business models. Here, we will look at calculating CLTV for a digital wallet business.

    CLTV is calculated as follows:

    CLTV = ((T*AOV) AGM)) ALT

    There are four components when it comes to calculating CLTV:

    Component Definition Calculation
    T Average monthly transactions  No Of Transactions/ No of Active Months
    AVPT Average Value Per Transaction Total Transaction Value/ No of Transactions
    ALT Avg Customer Lifespan (In Months) 1/churn probability
    AGM Average gross margin (Revenue – Costs)/Revenue

    Out of these 4 components, Customer lifespan is somewhat difficult to calculate. If customer churn data is available for a longer period, i.e., 8-10 years, then we can arrive at customer lifespan using 1/ (average churn rate).

    Our Methodology

    We at Subex built a CLTV solution for a digital wallet company as part of our campaign intelligence offering.

    Here is the process we followed:

    • We took Active 90 subscribers as our base for this solution and calculated T, AVPT, and AGM at the monthly level using the last 90 days of data.
    • To calculate Average customer lifespan (ALT), we relied upon our churn probability prediction model, which was already integrated with our campaign intelligence solution, and thus, we arrived at customer lifespan. Since we wanted to reduce skewness in churn probability, we decided to create customer segments using RFM and then took the median of churn probability for each segment and used that to calculate the average customer lifespan.
    • We calculated Recency, Frequency, and Monetary scores and created a composite score by assigning weights to each score.

    RFM Composite Score: 60%(Monetary) +20%(Frequency) + 20%(Recency)

    • Using RFM composite scores, we created RFM segments based on percentiles with the following logic. For example, a very low segment contains customers with RFM scores between 0 and 15th percentile.
    RFM Segmentation Segmentation Logic
    Very Low 0-15th Percentile
    Low 15th – 30th Percentile
    Medium 30th – 45th Percentile
    Medium High 45th – 60th Percentile
    High 60th – 75th Percentile
    Very High 75th – 90thPercentile
    Elite Above 90th Percentile
    • For each of these segments, median churn probability scores were calculated, which were then used to calculate the average customer lifespan. This gave us all the components for the calculation of CLTV.

    Integrating Customer Retention Module

    We also built a customer retention module basis CLTV scores of customers. As mentioned earlier, CLTV provides insights on which set of customers’ needs to be prioritized for retention.

    The process of building this module was as follows:

    • We first created risk buckets based on the churn probabilities.
    Risk Bucket Distribution
    Low Risk 0-50%
    Medium Risk 50-70%
    High Risk 70-90%
    Very High Risk 90-100%

    So, a customer having a churn probability of less than 50% will belong to the Low-Risk bucket.

    • Using our RFM segmentation and risk buckets, we created a matrix to prioritize customers for retention.
    RFM Segmentation Vs Risk Bucket Low Risk Medium Risk High Risk Very High Risk
    Very Low P5 P4 P3 P3
    Low P4 P4 P3 P3
    Medium P4 P3 P3 P3
    Medium High P4 P2 P2 P2
    High P3 P2 P1 P1
    Very High P3 P2 P1 P1
    Elite P2 P2 P1 P1

    For prioritization, we created the order as follows: P1>P2>P3>P4>P5

    • Since a customer belonging to either high-risk or very high-risk segment and high, very high, and Elite RFM segment should be prioritized first in a retention campaign, we tagged them as P1. We then continued to move down the prioritization order for customers with lower risk and lower value.
    • When spending on campaign promotions to retain customers, the strategy should be to spend more on highly valuable customers first and then decrease the spending amount as we go down the prioritization order. We created a spending band for each of the priority groups as follows.
    Campaign Spend Bucket Lower Limit Spend Upper Limit Spend
    P1 20% 25%
    P2 15% 20%
    P3 10% 15%
    P4 5% 10%
    P5 0% 5%

    So, suppose a retention campaign is being run on customers in the P1 category. In that case, the maximum amount we can spend on the campaign is 25% of their respective CLTV, so even if we can successfully retain any of the customers, we will still make 3-4 times of our campaign spends.

    Thus, by using CLTV, we created an end-to-end campaign management solution.

    It is also essential to know some of the pitfalls of CLTV because at the end of the day, CLTV is a prediction; therefore, caution is necessary when using it as a guide for making decisions.

    Pitfalls of CLTV:

    1. CLTV cannot be used to justify campaign expenditure, and it is only good as its assumptions.
    2. CLTV is not immune to changes in the macro environment. If inflation is high or there is some geo-political risk, CLTV cannot reflect it immediately.

    Get a 360-degree view of customers in a powerful all-in-one pane for monitoring and managing the complete life cycle of the customers

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