Sales Information Model Mobilink Case Study

BUSINESS WHITE PAPER / COMMUNICATIONS

The InnovaTIve PursuIT of Clearer, Broader, deePer BusIness InsIghTsMobilink’s relentless quest to continually leverage the power of its data keeps it on top in Pakistan’s rapidly growing cellular phone industry

http://www.teradata.com

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

Executive SummaryBy 2004, Mobilink, Pakistan’s oldest and largest cellular Global System for Mobile (GSM) Communications phone carrier had been in business for a decade and was the industry’s unquestioned leader. Yet there were challenges ahead if Mobilink was to retain its position. Over the next seven years, Pakistan’s market would grow twenty-fold and intense price competition would drive the average revenue per user (ARPU) down, provoking pitched battles for subscribers and difficult challenges for maintaining profit margins.

Mobilink believed that its continued leadership depended on being able to better serve and understand a subscriber base that would grow to nearly 32 million, and a sales force that today includes 32,500 salespeople serving 200,000 retailers in more than 10,000 cities, towns, and villages across the country. It needed an integrated approach for harnessing vast quantities of information, employing predictive analytics, and delivering value quickly across the organization.

To that end, in 2004 Mobilink made its initial investment in a Teradata® Active Enterprise Data Warehouse, which it used as a springboard to a powerful business intelligence (BI) environment. Mobilink’s clever use of its data – its willingness to explore possibilities to stay competitive in an industry and a market that moved rapidly from birth through explosive growth – demonstrates clearly the value of not just having data, but know-ing what to do with it.

Perhaps the most impressive accomplishment to emerge from this environment to date is the successful development of self-service, sales information models for Mobilink’s pre-paid business – which represents 98% of it subscribers. Built by an expert BI team, the models have driven dramatic improvements in how the Mobilink sales force operates to better attract and retain its subscribers.

executive summary . . . . .2

Background . . . . . . . . . . . 4

Catalysts for Change . . . .5

Creating the sales Models . . . . . . . . . . . . . . . .7

Business Impact . . . . . . . 9

The future . . . . . . . . . . . . 12

TaBle of ConTenTs


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Yet there’s been much more. Among the improvements the complete analytic environment has helped make happen:

> 4% increase in new customer acquisition

> 4% improvement in the profitability of new sales

> Retailers are served more effectively and efficiently, with the number of those receiving stock each day increasing by 5% and those who go unserved reduced by 3%

> 5% increase in retailers actively maintaining and selling Mobilink products due to the unearthing of potential growth areas

> 2% increase in subscriber prepaid top-ups

> Campaign response rates to reduce churn improved eightfold from ½ of 1% to 4%

> Using the analytical capability of Teradata has enabled Mobilink to respond to its high value customers with more experienced customer service representatives, shorter queue times, and more relevant marketing offers

> Self-service sales models have freed the BI team to pursue more strategic initiatives

> Cell level traffic analysis has added tremendous value to network planning and expansion

> By bringing inventory and sales information together, the company allocates its inventory more efficiently, ensuring retailers and subscribers can get what they need, when they need it

> Using Teradata as the organization’s reporting backbone has helped improve accountability throughout the organization for meeting key performance indicators and service-level agreements

Moreover, the BI team at Mobilink continues to use the Teradata environment to enhance its business. It has begun development on a post-paid sales information model, one for value-added services, a complete location intelligence model where everything can be projected on a map, and a social networking analysis project.

And as the BI environment has helped grow the business and maintain leadership, the BI team has earned respect and recognition throughout the organization, garnering Mobilink’s “Best Team of the Year” award in both 2009 and 2010, and up for the award again in 2011.

“People are so dependent on it, it has become difficult for us to take the system offline,” says Umer Afzal, Senior Man-ager, Business Intelligence.

“The BI team gave us a wonderful dashboard that has made a major contribution to our 2-3% growth in sales,” says Jahanzeb Taj, Vice President, Marketing.

“Reports that used to take weeks to develop, now are available in hours,” says Farid Ahmed, Director Business Analysis and Planning. “The change is tremendous; when we want to do a new pricing offer, we can pull down specific information about customers. We can understand why an offer did better in area A than area B. The amount of analysis is extremely sophisticated.”

Mobilink’s clever use of its data – its willingness to explore possibilities to stay competitive in an industry and a market that moved rapidly from birth through explosive growth – demonstrates clearly the value of not just having data, but knowing what to do with it.


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BackgroundWith 2010 revenues of $1.1 billion USD, the country’s largest subscriber base and highest average revenue per user (ARPU), Mobilink is Pakistan’s leading cellular phone service provider. A subsidiary of Orascom Telecom Holding, Mobilink has more than 31.6 million subscribers who com-municate across Pakistan’s largest voice and data network: 8,000 cell sites and a growing 6,500 kilometer-plus fiber optic backbone spread across more than 10,000 Pakistani cities, towns and villages. That network accommodates a range of prepaid and postpaid plans that meet the needs of individuals, multinational corporations, and anyone or anything in between.

Mobilink was Pakistan’s first GSM provider when it opened its doors in 1994 and has enjoyed a dominant position ever since, but by 2004 challenges had begun to appear on the horizon. Over the next seven years, with the entry of two new competitive players, the market would grow from just 5 million subscribers to over 100 million, reflecting a massive investment of almost $9 billion USD. Intense

competition between Mobilink and four competitors would drive the ARPU down. The result was hard-fought battles for subscribers and relentless efforts for new efficiencies that would maintain profits.

Fortunately, Mobilink foresaw these changes. It knew that to retain its competitive edge, it would have to increase its ability to view and analyze customer and sales force behaviors. Enhanced visibility would not only help create more effective marketing campaigns and sales plans, but the advanced analytics, reports and dashboards would give people the tools needed to meet the organization’s key strategic goals and performance indicators – and hold them accountable for doing so.

“The problem was that in 2004, the only information we had was a monthly summary of data from billing,” says Farid Ahmed, Director Business Analysis and Planning at Mobilink. “A spreadsheet once a month; that was it. If we wanted to do something else, we had to ask the technical department and then extrapolate from their data. It was extremely limited.”

Decreasing ARPU(in dollars per month in Pakistan)

02003-04

9.08.3

5.7

3.2 3.12.5

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

2

4

6

8

10


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Mobilink began looking closely at options, eventually choosing Teradata as the foundation for its predictive analytics and integrated data warehouse platform. Teradata has invested in developing this easy-to-deploy platform to improve visibility into business performance, support business growth and optimize competitive advantage while helping to enhance operational performance.

Over the next seven years, this platform would enable a powerful business intelligence operation that integrates Informatica (ETL), KXEN (predictive analytics), and MicroStrategy (reports and dashboards), while drawing on a mostly Teradata-trained business intelligence (BI) team to create its own analytical innovations.

“The value of a good data warehouse is the difference between having a car in a garage and being able to take it out and put it to good use,” says Ehtisham Rao, direc-tor of Business Intelligence and Billing for Mobilink. “The warehouse and accompanying applications enable you to take a sea of data and turn it into actionable intelligence for business advantage.”

Between 2004 and 2011, Mobilink began storing its data in a meticulously and innovatively organized warehouse from Teradata and then taking it out for a variety of “rides” that have demonstrated the power of timely, reliable business intelligence in a market that continues to grow and change at a remarkable rate.

Catalysts for Change“We originally implemented the analytics and integrated data warehouse from Teradata in 2004,” says Umer Afzal, Senior Manager, Business Intelligence for Mobilink.

“As people began using it, they began to understand its potential.” That understanding drove further change.

“Continuing our legacy or any legacy is about breaking things apart and putting them back together,” says Rao.

“One of the challenges of our data warehouse investment was that the need for information agility and analysis keeps expanding. Over our first few years, we had become one-dimensional about the inquiries we did and what we brought back to the business. As the market, sales channels and product portfolio expanded, we needed to get information more rapidly and in more dimensions.”

That’s why in 2007 the BI team – part of the overall IT team at Mobilink – revamped the warehouse by bringing the extract-transfer-load function (which pulls data from disparate sources) into the Teradata communications logical data model (cLDM), which organizes information in ways that reflect the specific processes of the industry. This enabled Mobilink to do more robust reporting that draws on a 360-degree view of every subscriber throughout his or her life cycle.

Fully leveraging all that information also demanded that Mobilink pursue applications for advanced analyt-ics. “It is very difficult to regain customers in a low ARPU,

Mobilink’s VisionTo be the leading telecommunication

services provider in Pakistan by offering innovative communication solutions for our customers while exceeding share-

holder value and employee expectations.

“The value of a good data warehouse is the difference between having a car in a garage and being able to take it out and put it to good use. The warehouse and accompanying applications enable you to take a sea of data and turn it into actionable intelligence for business advantage.”

Ehtisham Rao, Director of Business Intelligence and Billing


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price-sensitive market, so we started evaluating analytics for churn prediction,” says Afzal. In 2007, Mobilink chose and began incorporating KXEN as a key analytical tool.

It wasn’t long, however, before the eye-opening nature of having improved visibility into the business generated more questions and more demands, placing intense pressure on the BI team to deliver a huge range of reports.

“By 2009, the business users would begin with one ques-tion and a thought process would start where they’d want new information or want to look at information in a different way,” says Afzal. “I would get 400-600 requests per day for certain reports, maybe 50 per day that were very critical that my team had to produce.”

Jahanzeb Taj, Vice President, Marketing at Mobilink, understood the pressures, but it didn’t change the fact that his side of the business needed those reports in the red-hot atmosphere of Pakistan’s cellular market. “Each and every day, we need tools that help us increase revenues,” he says.

“Our biggest issue in 2009 was we had no real visibility into the interaction between primary sales and wholesaler, wholesaler and retailer, and retailer and consumer.”

The sales and marketing teams asked the BI team if there was a way to create a dashboard that would give them the insight they needed to keep stock (pre-paid scratch cards, SIM cards, and electronic top-up capabilities) where it needed to be in the market. Doing so, would not just ensure retailers and consumers could acquire what they need on the spot, thus increasing revenue, but also would create a more efficient sales operation that would have the right number of people servicing the right number of retailers with the right amount of stock each and every day.

“Prior to this discussion, it was difficult to control where the stock was going and we didn’t have key performance indica-tors (KPIs) for salespeople,” says Taj.

“We needed to give business users a way to take control of their own information,” says Rao. “In order to do that, they needed the right context for their queries to make the stories applicable to the needs of the business.”

The concept, of course, makes sense, but making it a reality in an organization that has 32,500 salespeople serving 200,000 retailers, who serve 32,000,000 customers, with data entering the warehouse from eleven disparate systems would prove to be a significant challenge.

Data Integration for a 360-Degree View

Data Integration at Mobilink includes:

• MediationSystem

• BillingSystem

• IntelligentNetwork

• Settlement

• OperationalCustomerRelationship ManagementandCustomerCare

• VoucherManagementSystem

• MobileNumberPortability

“Our greatest opportunity to capture information to transform our business and interact with our customers lies with our sales teams. Mobile companies are in a unique position to listen to their customers and understand their needs. It is here, with the sales team where information models promise to deliver the most value.”

Moied Javeed, Director of Marketing at Mobilink (former Director of Distribution)


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Creating the Sales Models

In recognition of those intense demands, Mobilink thought-fully planned and implemented a multi-stage process that it hoped would truly meet the needs of business users today and be flexible and scalable enough to adapt to new insights and the continuing change within Pakistan’s cellular phone industry. It set as its first priority the creation of the type of self-service sales information models that Taj and his team believed would unearth insights needed to win the battle for subscribers and maintain industry leadership.

“For each information model, we created small teams of rep-resentatives from the business units and from IT,” says Rao.

“And we created a methodology for designing the models

where the teams defined every entity, every object, and the outcomes they needed.” Rao calls this a “very top down business design, with only one goal: the user experience. Get them the right information in a way that they can use it.” For three or four months these teams examined needs and grouped them into categories of information. They defined metrics, analysis needed, and the necessary elements for drag and drop analysis.

“For example, an unused retailer is somebody who has run out of stock,” says Rao. “But what causes that? Is it impacted by region? Technology, such as an automatic refill versus a manual process? We needed to define an outcome, such as understanding how many retailers are running out of stock at 4:00 in the evening or why we have x amount of unserved retailers. Then, once we define all the outcomes, define hierarchies of information, define rules around them for building the information, then go about building metrics: numbers per week, per region that enable us to compare something like all distribution officers on a particular metric.”

That was the top-down piece. Next came the bottom-up piece, where the Mobilink BI team actually built the models, which Mobilink views as being comprised of three tiers.

The bottom tier is the repository of all the necessary information, which resides in the LDM, inside the data warehouse.

Laying the Technical Groundwork

Beforecreatingthesalesmodels,Mobilinktook two important technical steps.

1. It enhanced its Teradata foundation with a Teradata Data Warehouse Appliance. Theapplianceisusedformorestrategic,in-depth reporting that demands historical data,thusfreeingupthemaindataware-house for more operational queries.

2. ByimplementingInformatica’sdataintegra-tion(ETL)solution,Mobilinkimproveddataloadingtimeby25%,enablingthein-depth,daily insights into sales activity that retail directors need when they arrive at work each morning.

“We needed to give business users a way to take control of their own information.”



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The second tier is the semantic layer, in which the BI team incorporated all of the contextual information that the business teams provided. They:

> Applied business rules on the data

> Converted the data into business relatable objects

> Defined relationships for correlatable objects

> Added “sanity checks” to ensure business cardinalities

> Created business driving objects

> Developed virtual business driving contexts

> Defined and calculated KPIs

The semantic layer makes it possible for users to get answers to a remarkable array of questions, in a timely way, through a the third, user-facing tier, without any support from the BI team. By drawing on what are called “con-textual maps” in the semantic layer, each department can access information that has been properly organized for its own unique needs.

“What we’ve built works so well, because the business rules came from our conversations with business users,” says Rao.

Source System

Data WarehouseCore

UserExperience

Sematic Layer Placement

LDM

Staging Area

Transformation

Teradata Layer Information Models

Online Reports

BusinessIntelligence

BI Presentation Server

BI Server

Mobilink-EDW

Extraction, Transformation & LoadingLevel 1 Business Rules

Online ReportsVisual Rules

Semantic Layer(Aggregates, Views, Join Indexes)

Level 2 Business Rules


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Business Impact The evolution of Mobilink’s BI environment, leading to the creation of its sales models, has had a positive, rippling effect on many aspects of Mobilink’s business.

Increased Revenue, More SubscribersIn a market where 98% of users have a prepaid plan, the most important short-term impact has been on such things as prepaid sales balances. Mobilink’s primary sales force and wholesalers try to optimize those balances by keeping retailers properly stocked with SIM cards, scratch cards, and electronic top-up capability.

“Topping up, in particular, keeps the revenues strong and is critical to our company’s growth,” says Afzal. “Previously, we lacked the ability to enhance this aspect of incremental growth. Our sales information model gave us that ability, because it helped the distribution team plan sales tactics based on smarter data-driven strategies that keep our sup-pliers fully stocked.”

Here’s the difference. In the past, retail directors (regional sales and development directors) for those sales teams could only see which retailers had been served on a weekly basis. The sales plans – scheduled retailer visits and staff-ing – reflected that somewhat limited understanding.

“Now they get all the details they need on a daily basis,” says Afzal. “The retail director comes in at 9 am and has a pre-built report that shows all served and unserved retailers from the previous day. In a drag and drop environment, he can then identify specific retailers and associate them with historical information, as far back as a month. There are also other dimensions and measures on the side, so that by 10 am the director has complete details on the previous day and can decide how he wants to proceed.”

This shift to timely, data-based decision making also revealed an unexpected insight that further enhanced the

efficiency of the sales team. Each member of that team has what’s called a “permanent journey plan” – a detailed plan for which days of the week and what times to deliver stock to retailers. Retail directors (RDs) believed that, at most, there was a 5-10% deviation from that plan, but the sales models revealed that the deviation was actually 80%.

“After using our model, we took corrective measures that enabled us to bring the deviation down to 50%,” says Afzal.

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

Along the same lines, what Taj calls “move-around sales” – which means crossing into other sales territories to quickly get rid of stock – had begun to negatively affect overall sales targets and the permanent journey plans.

“But visibility creates fairness,” says Taj. “It allows talent to excel which in turn allows the numbers to rise. Over the past year, with a more realistic approach to setting targets and a new system of rewards, move around sales were reduced from 15% to 10% of sales.

All of these factors have translated into real-world business improvements that contribute substantially to Mobilink’s ongoing competitive advantage.

> Mobilink has improved stock availability at retailers, by increasing the number of served retailers (those receiv-ing stock each day) by 5% and reducing non-served retailers by 3%.

“Through BI we are able to pinpoint with precision the customer groups that have healthy communication trends and can act as a green field for revenue enhancement activities.”



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> The company has unearthed potential areas of growth and previously anemic markets with upside potential, leading to an increase in the number of active retailers – those maintaining and selling Mobilink products – by another 5%. “Through BI we are able to pinpoint with precision the customer groups that have healthy commu-nication trends and can act as a green field for revenue enhancement activities,” says Rao. “These customers are then targeted with upselling and cross selling campaigns.”

> Since the implementation of the sales models, there has been an increase of 2% in subscriber recharges.

Lower Costs, More Efficiency, Improved ProfitsEven as revenues have grown, Mobilink has been able to use the sales models to improve its cost management capabilities and efficiencies and, so, drive stronger profits.

“Putting the models in the hands of our business analysts has unearthed a number of cost improvement initiatives simply by asking questions that dive into different directions and open new areas,” says Afzal. One cost management effort has been to right size the sales force in each region; another is creating more efficient and targeted marketing campaigns.

For example, the sales models revealed that a significant portion of subscribers have calling circles that are limited to four unique numbers. Such information helps Mobilink streamline its offerings and marketing efforts.

“Analytics enable the commercial team to judge the quality of sales in a variety of ways, which has a direct impact on the operational and marketing costs in terms of which new acquisition campaigns are value based and which are bleeding the system,” says Rao. Notably, new customer acquisition is up by 4% since the advent of the sales models, and the profitability of those new sales has improved by 4%.

Reduced ChurnChurn is another major concern for cell phone companies and Mobilink is no exception. The sales models – along with a new churn prediction model that leverages both the warehouse from Teradata and KXEN – have improved the company’s ability to predict and react to churn risks.

One factor is the cube-based MicroStrategy reports that reveal insights about customers, such as that each month many subscribers make their last call from cell sites located at international airports. This confirmed the substantial abroad movement of subscribers in Pakistan and put Mobilink’s raw churn numbers in a more appropriate context.

“The level of information that we extract from the Teradata integrated data warehouse platform is now so detailed it compares (and meshes) with the KXEN functionality quite well,” says Qazi Furkan, Business Analysis lead. “The com-mercial teams are amazed at the in-depth level of analysis that can now be performed. It has led us to completely change the retention strategy. There was a time when we had to extract manual list of customers with zero balance on any particular day; now we just have to set a schedule of tasks many days in advance. Based on complex multiple

“Reports that used to take weeks to develop, now are available in hours. The change is tremendous; we have almost anything we want. When we want to do a new pricing offer, we can pull down specific information about customers. We can understand why an offer did better in area A than area B. The amount of analysis is extremely sophisticated.”

Farid Ahmed, Director of Business Analysis and Planning


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dimensions and as soon as the target threshold is met, a series of functions are automatically performed. The predefined activities are integrated into the “customer life time management” process.”

In addition, in 2008 Mobilink started work on churn predic-tion models via the KXEN tools. “We wanted to go beyond predicting churn and get help understanding what to do to prevent it,” says Rao. “We’ve come up with a matrix of factors and with the help of commercial teams, we can run churn exercises and campaigns in an iterative fashion, analyze results, and then adjust our offers.”

Factors in the matrix include: propensity to churn, revenue or ARPU, on-net vs. off-net calling ratios, and recharge pat-terns over a defined period, all of which help identify what types of offers are best for each customer. “So for example, for a smart phone user (who likely is in a higher income bracket), 5-10 free minutes may not be appropriate. We need to make the right offer to the right segment,” says Rao.

Churn prediction models for each revenue segment run on 15-day cycles that help Mobilink proactively target custom-ers at risk of churn in high revenue segments, which has led to improved revenue savings. Also, the company has launched revenue enhancement campaigns using KXEN Segmentation/Clustering Capability to better understand the base and target customers in a more focused way. Uptakes of campaigns have improved from 0.5% to about 4%.

Other Key BenefitsThere are a number of other benefits as well. Among them:

> The insights and customer segmentation from the Teradata environment helps Mobilink maintain the high-est ARPU in Pakistan. Mobilink’s ARPU ranges from $15 in gold segments to as low as $1.5 in bronze segments.

“Using the analytical capability of Teradata we have defined customer value segments which are considered as baseline for customer contact and treatment, defined priorities accordingly for CRM call routing and customer treatment,” says Rao. “Our high value customers are handled with more experienced customer service

representatives and their queue time is less than any regular customer. Similarly, we pitch different marketing offers to our customers based on their previous uptakes and behaviors.”

> The self-service nature of the sales models has freed the BI team to pursue more strategic initiatives. “For example, we were supposed to be developing a dash-board for high-level strategic planning, but the workload kept delaying us and conditions kept changing,” says Afzal. “Now we can complete this project.”

Daily Reports Provided to Business Users – 150

Total Number of Reports Available – 2000+

Concurrent Business Users – 50

Power Users – 20

The critical reports (all batch mode):

• Dashboardrefreshdaily

• Dailyreportcovering–numberofdistinctsubscribers,netadds,churn,minutesofuse,ARPU,regionallevel,citylevel–monthbymonth comparison

• Weeklymarketsharereport

• Ad-hocqueries30-45daily

• Unlimitedvalidity

• 20monthendreports

Otherreports/analytics(StrategicQueries):

• Churnprediction

• Segmentation

• Calldetailrecord/trafficanalysis

• Onnet/Offnetanalysis

• Voucherrechargeanalysis

• Product/Package/VASanalysiswithreferencetosales/revenue/crosssellupsellratio,etc.

• Bundling


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> The models have also improved network planning through a better understanding of network element performance. “BI, with its cell level traffic analysis, has added tremendous value in our network expansion and coverage projects,” says Rao.

> By bringing inventory and sales information together, the company can allocate its inventory more efficiently, ensuring retailers and subscribers can get what they need, when they need it.

> As Mobilink’s reporting backbone, the Teradata environ-ment also helps people and groups throughout Mobilink meet key performance indicators and service-level agreements. Most notably:

– The Daily Sales Management Dashboard is refreshed by 9:30 am with following data depths.

• Month-to-date data

• Regional data of Sales compared with prorated targets

• Nationwide sales KPIs with regional comparison

• Tactical reports of market are shared with sales and indirect channels

• Cross territory sales weekly analysis

• Year-to-date data refreshed in drag and drop model

• Organizational KPIs data available for reporting for YTD analysis and reporting at 9:00 am

The FutureThe Teradata implementation and the sales models that emerged from it have been a huge success, which has elevated the BI team in the eyes of the entire organization, says Afzal. “It’s made it difficult for us to take they system offline because people are so dependent on it…People used to question our numbers, but now any number we put out, our entire organization accepts.” The recognition extends to the highest levels: the BI team won the Mobilink’s

“Best Team of the Year” award in both 2009 and 2010, and has been nominated again for 2011.

Says Taj: “The BI team gave us a wonderful dashboard that has made a major contribution to our 2-3% growth in sales. I can quickly and easily find out what kind of stock the retailer has and what kind of stock a salesperson is sup-posed to deliver that day and what kind of stock the retailer will have at the end of the day; it’s all there.”

“Reports that used to take weeks to develop, now are avail-able in hours,” says Ahmed. “The change is tremendous; we have almost anything we want. When we want to do a new pricing offer, we can pull down specific information about customers. We can understand why an offer did better in area A than area B. The amount of analysis is extremely sophisticated.”

But the BI team at Mobilink has no intention of resting on its laurels and will fully explore other ways to use the Teradata environment to enhance its business.

In addition to improving the data modeling efforts by adding more quality checks on the system, the BI team has started developing a post-paid model, one for value-added services, and a complete location intelligence model where every-thing can be projected on a map.


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Teradata and the Teradata logo are registered trademarks of Teradata Corporation and/or its affiliates in the U.S. and worldwide. Teradata continually improves products as new technologies and components become available. Teradata, therefore, reserves the right to change specifications without prior notice. All features, functions, and operations described herein may not be marketed in all parts of the world. Consult your Teradata representative or Teradata.com for more information.Copyright © 2011 by Teradata Corporation All Rights Reserved. Produced in U.S.A.

TeradaTa .CoM

“In addition, we have recently initiated a social network analysis project with KXEN as our partner,” says Rao.

“Once implemented this will enable us to identify the influencers within the network and eventually help us in viral marketing, targeting communities with specific offers, and using influencers as brand ambassadors to cross sell our products.”

The ideas keep flowing, because each new innovation and each new insight opens up a whole new world of possibili-ties. At Mobilink, the ability to use data to pursue those innovations and insights is the key to maintaining what has been nearly two decades of industry leadership.

Retention MarketingReduce churn

MarketingSuccessfully launch newservices and devices

Business IntelligenceImprove visibility into customer behavior and service usage

Sales ManagementDiscover new revenue opportunities from your existing customer baseRevenue Assurance

Reduce revenue ‘leakage’ and maximize profitability

OperationsEnable operations to have

unparalleled visibility into their infrastructure and services

FinanceImprove operational

performance andmaximize investments

Call CenterEnable customer-care to improve

customer satisfaction

TeradataIntegrated Data Warehouse &

Predictive Analytics

Improve Visibility Enable Agility Increase Customer Satisfaction

Value of an Integrated Data Warehouse



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Sales Information Model Mobilink Case Study