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Bharti operates mobility services in 15 circles with centralized billing.
This has involved a major integration effort as newer circles are launched,
operators are acquired, and inter-operator tie-ups areas forged. The integration
projects themselves are huge and run into multi-crore projects if done
commercially.
The centralized billing system has to respond to the increasing scales and
rates of customer acquisition, newer types of services like GPRS, MMS, content,
et al, and new policies and regulations like CPP (calling party pays), roaming,
inter-operator billing, and so on. To generate more value out of the billing
system, specific projects like differentiated billing, churn management, fraud
management, and billing optimization have been undertaken.
Bharti's business goal of increasing the topline has been achieved as a
direct result of its billing and order management systems.
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Amrita Gangotra,
CIO, Bharti
Gold Award
in the Large Enterprise category |
To achieve overall operational efficiency within the billing operations the
company undertook 'Project Laser Ops', an attempt to get the best out of the
centralized billing system. For all the advantages of a centralized billing
system, there was a need to report inefficiencies and content inaccuracies, and
rating, roaming, and billing delays needed to be controlled.
The results:
- On-time billing and pending bills cleared within 72 hours; rejects brought
down to 1%, accurate call rating; regularization of MIS reports-all of
which had major financial implications.
- Standardized process and methodology for recording transactions, central
ownership of process by the department, and closing of books done through
the system with a well-defined reconciliation process.
CIO Amrita Gangotra has been awarded Gold in the Champion CIO in the Large
Enterprise category for Bharti's overall process excellence.
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