Business Process

A complete and accurate understanding of mobility business processes is often overlooked when delivering new products and services within a diversified carrier.  As a result, technology initiatives or new product and service roll outs often fail to fully meet objectives in terms of revenue or cost models by creating an additional burden on the carrier in terms of new or customized business processes that need to be created to implement and support the operational lifecycle of new products and services.  Often these are processes are further exacerbated by customer service issues that result from gaps in processes and then require operations staff to create band-aids to rectify escalated customer issues. 

Bridge Mobility team members can be counted on to understand the initiative and then use their industry knowledge of carrier support models along with industry proven process methodologies to anticipate process gaps and create sufficient documentation that helps to rectify these gaps prior to customer launch.   An end-to-end process map along with identified gaps can lead to extraordinary gains without extraordinary effort.  Let us help to understand, analyze and document your initiative to provide a complete picture so that corrective action or business decisions to mitigate issues before they arise.

Case Study: AT&T Launches iPhone 3G to Business Customers

In launching the iPhone 3G for business customers, a gap in process for customer returns was identified.  As demanded by iPhone business customers, many of whom include Fortune 1000 companies, the business processes, billing options and support models were necessarily complex.  Bridge Mobility team members anticipated the potential issues that may result and won executive mandate to develop an end-to-end process model in advance of final scope lockdown on IT systems development.  The analysis and documented business processes were then presented to the executive team and the information proved to be invaluable in making informed decisions about which AT&T sales and care channels were to be included in the scope for the initial iPhone 3G launch and which needed to be deferred to a phase 2 launch.  These decisions were supported with clear, concise documentation and reasoned analysis that facilitated communication to executives across the AT&T channels.  This preemptive response helped to define and refine the final scope of technology development and identify gaps in business processes in advance of customer impact.  Both outcomes not only improved the final launch experience for millions of high-value business customers, but also helped to lessen the risk to the project by lowering the number of change requests needed for IT development prior to the commercial launch of the iPhone.