Nos Realisations

Achievements

Evolution towards greater throughputs

A mobile operator use the Sofrecom expertise for it broadband access mobile modernization. This project shows his desire of technology foresight to put new innovative 4G features (256QAM Downlink, 64QAM Uplink, 4*4 MIMO) allowing increasing throughputs.

Sofrecom know-how has been impressive. Consultants have led the first step of validation of these news 4G features. They have worked with the deliver Nokia to test and approve the radio efficient functioning to achieve the objectives. There is the most important step to achieve the operator objectives to improve Customers’ experiences to propose news offers added value.

This collaborative project shows the performance provided by the news features on 13 radios places. The throughputs are more important. It is two to three times higher than previous features put on before this project.

Beyond technologies drivers, this project allows to Sofrecom client to attract attention of his competitors: the city where this project has been spread out is today the city with the most important throughputs in France.

E-shop Project

Our operator client localized in Africa and the Middle East has applied for the Sofrecom know-how to change his e-shops to offer a modern and multichannel shopping experience at his customers.

Our client has selected an Open Source multichannel to avoid buying software licenses. Building on its established know-how Sofrecom has realized the personalization and the implementation of the e-shops in the information system in each country. The features have been adapted to goods and the specifics constraints of each country.

This project allows to his operator clients to take this advantage of a better comfortable browsing whatever the material think to an adapted interface for several devices (smartphones, tablet and computer). From now, their shopping path is multichannel: they can turn up in shop their order basket started on the e-shop.

An international operator shapes its diversification approach in insurance

An operator wanted to give shape to its wish to diversify in financial services, specifically around the strategy of insurance distribution.

The main challenge is adding to the converging offers of its customers in order to win their loyalty. Insurance distribution is also a cash generator, and can add an additional source of income.

Sofrecom's mission started with collecting information on insurance offerings in the different countries where the operator is located. The work necessary to support subsidiaries' teams in each country was identified, and the associated costs were estimated. The mission was continued by formalising scenarios scaling the relevant unit and deploying offers. Finally, the mission involved supporting subsidiaries as they launched offers in the countries concerned.

Several insurance offerings were launched in each country within the company's footprint. Some of them, tightly bound to IoT, have helped reinforce the operator's presence.

Insurance has become a "must-have" within the operator's subsidiaries.

TelOne future-proofs its network and optimizes costs

TelOne aims to become a “first-class operator” through the use of the latest technologies and the launch of modern services. To do so, TelOne selected in 2015 an equipment vendor to modernize its network but wanted an independent analysis of the proposal to ensure that it would perfectly meet TelOne’s needs and strategy now and in the long-term, and that it would deliver the best value-for-money.

We started by analyzing TelOne’s business strategy and defined a corresponding network strategy. This lead to a modification and enrichment of the technical requirements sent to the vendor. Using our network expertise, our knowledge of market prices and of Orange best practices, we benchmarked and challenged the vendor’s proposed designs, quantities and prices. We made sure that the technical choices, the operational model and processes and the maintenance contract would support TelOne’s ambitions and expected increased capacity in the long-term with the necessary quality of service and no hidden costs.

TelOne saved 15% on the initial contract value, obtained a more robust and future-proof network and a sound contract, both financially and operationally. Thanks to a streamlined network design with fewer and right-sized elements, TelOne will also make substantial OPEX savings. TelOne is now able to launch new revenue-generating services such as ADSL or IPTV, with the confidence that the revamped network will be able to support these innovative services, absorb the increased traffic and deliver the required quality of service to satisfy its customers.

RAN renewal and LTE roll-out

Our client operator wanted to modernise his radio access network (RAN) and to prepare for LTE. His main concerns were to provide the best possible network in terms of customer experience and to develop 3G usage.

For Sofrecom, the idea was to ensure that the planned substantial investment would be profitable. We assisted our customer at every stage in the project (planning, monitoring, communication, risk analysis etc.), especially by getting involved in negotiating and elaborating the supplier contracts. We also determined the site deployment process, as well as providing on-going reporting to top management. The mission ended with the skills transfer to the operator’s own staff.

Our customer was able to swap 1,500 sites over a 13-month period. He therefore managed to increase his 3G footprint by 25% and his data traffic by 46%, as well as improving customer experience quality indicators by over 50%. Our expertise was instrumental in speeding the time to market for 3G services. Our management methods can now be reused for future projects. Engineering teams have been trained in operating the network and in overseeing its growth.

High-speed fibre network design

An operator who is a key player in his country’s economy wanted to build a cutting-edge, passive FTTx optical network to provide high-speed connections to 95% of households and 100% of businesses. To that end, he was looking for a partner experienced in FTTH network design.

Sofrecom brought to the table its knowledge of the appropriate technology and its familiarity with the processes and tools used in network engineering. Working closely with local engineering teams, we were able to precisely understand our customer’s needs and to meet them by delivering a finished product complying with the highest quality standards.

As a result, 35,000 connections, 470 km in optical fibre, 1,384 1:32 optical splitters and 233 P2P were delivered over a 5-month period. The project required no more than 5.2 km in civil engineering work, while 52 new chambers were provided, plus 328 chambers to be expanded.

Building a regional digital interconnection network

Regional authorities in a customer country launched a project to build a High-Speed infrastructure network to service particularly isolated towns and so reduce the digital divide. They were seeking help in consulting government contracts under competitive process for the project’s design and completion phases.

After being chosen to run this consultation, Sofrecom went on to set up a two-phase methodology: first, to conduct needs assessments and write the technical specifications, then second to examine the responses from applicants and make recommendations.

A key point in the consultation is to ensure technical consistency throughout particularly isolated areas located deep inside a tropical rainforest. Performing a meticulous, impartial analysis of the tenders supplied by applicants and setting up the right conditions for staying on schedule were decisive when conducting the consultation.

Building a fixed-mobile converged core network

An operator was looking to streamline his fixed and mobile core network infrastructures (founded on multiple technologies and suppliers) by deploying an all-IP converged core network. The challenge was to optimise network operations and maintenance, cut related costs and significantly improve quality of service.

Sofrecom’s mission started out with an audit of the available services, the architecture and the interrelated functions. It then moved on to making recommendations regarding an IMS target architecture and the best migration strategy for deploying the converged solution.

As a result, our customer can now promote new services, generating new revenue streams. He has boosted the capacity, reliability and availability of his networks while guaranteeing high quality of service for his customers. In addition, he has been in a position to optimise his CAPEX and OPEX.

Content offers on mobile TV and broadband

On the occasion of the Football World Cup 2014, our customer wanted to create a differentiating TV content catalogue in response to aggressive competitors. He was looking for assistance in setting up an innovative offer, both in terms of content strategy and customer journey.

Sofrecom helped the operator in framing his content offer: identifying competing offers and market opportunities, recommending a solution, determining the multiple screen strategy, handling the roll-out and the related roadmap, and implementing the solution with the engineering teams and the marketing department. The video channel with Dailymotion met customer expectations precisely: it is fast and easy to implement and may be accessed by any user on any kind of screen: it consists in an offer of video content, both free and premium, available on demand and on all screens, whether at home or on the move.

As a result, the operator was able to extend his service offer with video content and to increase the audience on his portals, while keeping a tight rein on costs. The mission was a success: the operator launched his offer one month ahead of schedule, and audience volume is meeting expectations.

Implementing a CXM solution

Customer experience excellence is a major differentiation factor for operators. It is mainly distinguishable through an ability to provide customised offers that are suitable to the needs of every customer. Our customer asked us to set up a Customer Experience Management (CXM) scheme, and an appropriate solution to meet those challenges.

Sofrecom has masterminded the design of a bespoke, configurable CXM web application complete with interfaces to the customer’s databases and network hardware. The application makes it possible to customise reporting tables and KPIs, while including a host of trade-specific functionalities (use cases) like high-value customer monitoring, the creation of panels for marketing campaigns, the use of geo-marketing data and more. The customer’s staff were trained in the use of the application and later they had the benefit of a skills transfer.

The operator can now measure the quality of his customers’ actual experience virtually in real time. Any causes for dissatisfaction are quickly identified and taken into account. Customer relations are improved and operational efficiency is reinforced.

Mobile network quality measurements

An operator in the Middle East wanted to compare the quality of his mobile network to that of his main competitors and to identify where he could make improvements so as to ensure his nationwide leadership.

Sofrecom conducted measurement campaigns involving the country’s three main mobile networks. In order to assess the footprint and quality of voice and data services (2G/3G/4G LTE), and then to perform an initial performance analysis, Sofrecom determined a benchmarking method and developed a tool to process the measured data. In order to make sure that the method would continue being performed, local teams were then given a skills transfer.

The weak spots identified during the mission can now be analysed in more depth, or be involved in corrective action plans. In addition, the customer now has a perspective on his competitors’ strategy.

A Cloud-based Solution in hosting health data

Confronted to a situation where optimising e-health infrastructures has become a major challenge, both in human and in financial terms, our operator customer wanted a hosting solution for health data that was suitable for all of his B2B customers, as well as flexible, scalable and secure.

In order to fulfil this demand, Sofrecom made use of its methodology through a marketing and an engineering study: analysing the market and its changes, segmenting the existing and potential market, and setting up a catalogue of services, some of which can be assembled into packages like “Essentiel” for basic start-up and backup, “Silver” for a supervised OS or “Gold” for a fully managed OS.

The solution provides secure data hosting (to ASIP standards). Access and data exchange is secure and may be encrypted.
The offers are entirely configurable, contracts may be set up and payments can be made online, and on a self-serve basis for customers who so wish. Pay-per-use billing is also possible.

Setting up a Services Management Centre (SMC)

Our customer was committed to transforming his operational organisation so as to position customers at the core of network engineering activities, a major issue for operators these days. His objective was to establish a lasting system in order to improve responsiveness in detecting drops in quality, and to set up corrective measures towards ensuring customer satisfaction.

Sofrecom assisted in the transformation by deploying its CXM methodology. Accordingly, we performed an audit on the existing organisation and we assessed employee skills, then we prioritised and scheduled the action plan on the basis of several aspects (organisation, training, hiring, tools, trade-specific processes, governance). We concluded by setting up a suitable organisation and assessing its impact upon operational efficiency.

So now there is a definite consistency between the various layers (customers, services, infrastructures) which guarantees an end-to-end overview of quality and customer experience. Problem detection has improved, especially in preventive terms, and incidents are resolved within a shorter time. The OPEX are optimised due to operational work being rationalised.

Supervision of TD-LTE network implementation

A country’s leading operator decided to launch an LTE network, aiming at also becoming the leader in 4G. He needed to make sure that the design and technical implementation provided by his parts manufacturer was suitable to his business case, and that the time-to-market was nailed down.

Sofrecom supervised the entire roll-out by providing a dedicated team, which focused on reviewing the design documents (HLD, LLD) and on analysing the final acceptance documents and the technical documentation given by the supplier. Our consultants also supervised the installation and commissioning of the hardware, making sure that standard procedures were being obeyed.

Our work has enabled the customer to launch all of his services on schedule. We succeeded in renegotiating the acceptance thresholds and in adding tests to ensure a high-quality implementation. In addition, it was possible to correct the implementation of certain functionalities and to improve the technical documentation, a useful step with respect to future roll-out phases. Lastly, the operator’s team enjoyed a skills transfer.

Business Continuity Planning (BCP)

An international operator wanted to set up a risk-anticipation methodology among his subsidiaries in order to cut down on the likelihood of incidents and their impact on service platforms, IT platforms and on the hardware ensuring service continuity.

Sofrecom developed and implemented a methodology based on Business Impact Analysis (BIA) which was easy to use for our customer’s subsidiaries. We designed bespoke questionnaires inspired from a variety of risk-management methods (ISO 22301: 2012, Ebios, ISO 27001, ISO 27005). We conducted a series of interviews which helped us to analyse risk and to implement action and business recovery plans as part of a BCP approach.

The Business Continuity Plan improves awareness of any shortcomings among the entities and of business recovery time frames according to the chosen scenario. The Business Impact Analysis makes it possible to prioritise investments relating to business continuity and to cut insurance premium costs. The BCP is a means to guarantee uninterrupted service to customers, thus providing a definite competitive edge.

Positioning strategy for B2B digital solutions in AMEA

Our client operator asked Sofrecom to determine the digital strategy aimed at SMEs in AMEA. The idea was to fully understand the region’s ecosystem in terms of its needs, players and technology, to articulate a user value proposal and to validate the service offers aimed at the identified targets. The operator also wanted to identify key success factors in launching a B2B marketplace and a product based on 4G and WebRTC.

Sofrecom conducted a market study in 3 phases: seeking value-added services intended for SMEs, as well as trends in usage and commercialisation strategies in different parts of the world; conducting in-house interviews and workshops concerning the offers and any potential partners; and producing a benchmark for B2B marketplaces in emerging countries.

The study led to an in-depth analysis of the B2B ecosystem that included the users’ perspective. Our value proposal was founded upon the best in current practises. It covers the needs of the market as well as taking into account our customer’s internal abilities.

A study of key elements in building trust in customer relations, and of the consequences of digitalisation

Our client wanted to improve his understanding of the key elements in building trust in customer relations, and to better grasp the challenges facing digitalisation for multiple sectors. To that end, his goal was to collect and enhance the views of well-known in-house figures regarding this topic.

So Sofrecom went on to perform, transcribe and illustrate 10 interviews with VIPs of the company, assembling them all in illustrated booklets together with a cross-functional analysis of the content. In addition, a file was produced, entitled “Digitalisation and Customer Relations – From Beneficial Collaboration to Necessary Discernment”, which led to a conference during the In-house Convention for Customer Relations.

This way chosen by the operator of handling the issue has played a part in enhancing collective intelligence. The key elements in building trust, as well as the challenges of digitalisation are better grasped and understood. There were even discussions about proposed innovations relating to the topic.

Launching shops and training the sales force

In a bid to ensure its commercial development, our customer needed to professionalise and reenergise his teams.

In order to support the growth of the operator’s distribution network, Sofrecom made use of the practises of a Distribution School. Our mission consisted primarily in training the teams in sales techniques, sales team management and customer greeting. We also developed their skills in 3G networks and services.

The operation resulted in the shops’ revenue more than doubling.

Launching a mass audience internet portal

An international telecom operator wanted to launch a mass audience portal intended for the Hispanic community and accessible from all kinds of devices. He was seeking some assistance in determining content, generating traffic and building a genuine Over-The-Top strategy to set up an ecosystem of services and identify any monetisation opportunities.

Sofrecom developed a roadmap of services and content, and determined the portal’s service plan and key functionalities (payment, apps, content etc.)

The portal was launched successfully in several Latin American countries. A large portion of shows and content is made on video. Audience numbers are very high and there are many repeat visitors.

Technical support and an audit of the human resources and sales departments

An international telecom operator’s subsidiary sought to improve the handling of one of its key offers in mobile payment, by on the one hand performing an audit of its sales organisation and network, and on the other improving the offer’s annual report.

Sofrecom worked at creating an automated annual report based on Excel macros. Then our teams performed a detailed study of the organisation by analysing each employee’s duties so as to provide an action plan to improve organisation and productivity. Lastly, they performed a detailed analysis of the distribution network, leading to recommendations for increasing sales.

Thanks to the automated report, the Project Manager is now in a position to perfectly handle day-to-day business. The organisation of human resources and productivity per employee has substantially improved. The operator is now on the brink of conquering a dominant position in the mobile payment market.

Overhauling online shops

In keeping with his digital transformation strategy, our customer wanted to overhaul his online shops and to optimise the customer journey. His main objectives were to optimise the sales performance, increase business responsiveness, optimise user experience and embrace a multiple-channel strategy.

Sofrecom drove this project by applying the TTM methodology used in managing complex projects. The senior consultants and experts team collected all trade-related requirements, wrote the functional specifications and monitored the rollout of the new shops.

This overhaul of online shops was an opportunity to launch new functionalities in convergent offers (such as fibre eligibility), in mobile payment (such as payment plans) or in low-cost offers (such as dematerialisation). In addition, some functionalities were created to be shared with other channels. The project made a significant contribution in optimising customer experience and increasing the conversion rate.

Assessing the market potential for a sponsor roaming offer

In the wholesale market, a telecom operator asked Sofrecom to identify which Full or Light MVNOs would provide the best potential for a Europe-wide roaming offer, and to estimate the market’s worth.

The study which we performed included several aspects: an analysis of the various organisation structures among Full MVNOs and any existing or possible hybrid models; an analysis of offers and positioning among all players; a validation of the study’s findings through a series of meetings held with the customer, MVNOs and European Union regulatory officials.

Our status as a consulting firm that is detached from the competition among European operators has enabled us to conduct our study with the various players involved in the MVNO market. This has in turn helped us to work in total neutrality and deliver completely objective findings to our customer, who was also given to enjoy the benefits of the expertise we have built on the issue through all of our studies.

Cutting down on poor quality in offers’s order/ delivery chains

A telecom operator’s order/delivery department decided that it wanted to identify the root causes for the poor quality observed in certain order/delivery chains of our internet and convergent offers. Indeed, the poor quality was leading to some additional manual tasks being performed on the back office. So the idea was to provide solutions to eliminate poor quality and automate the processing of tasks on the back office.

Sofrecom took charge of qualifying the causes of poor quality with the operations staff, and then went on to propose mid- and long-term improvements, like for instance process modifications, changes in IS applications, and the reinforcement or setting up of instructions. Our team wrote an articulation of the requirements, showing the impact of changes in all fields so this would be taken into account in the general public roadmap. Then they proceeded to implement those changes.

This operation has helped to reduce customer dissatisfaction and the amount of tasks processed on the back office, thereby cutting back-office costs, as well as those of customer call processing and field interventions.

Writing a position paper about data monetisation

A telecom operator’s marketing department wanted a formal position paper on the strategy to be implemented in order to monetise data in one of the company’s areas of growth.

Based on a series of interviews with key people, this document determines the strategy for 2015-2016 and where to apply leverage: Marketing, Go-to-Market, Customer Base Management, Engineering (network optimisation and habitual data sources).

This comprehensive framework position paper is now used as a guide by both senior management in the subsidiaries and local operations staff, providing the latter with tangible keys to use in setting up the organisation’s strategic avenues and in designing the offers, the 4G launching methodology, the Customer Base Management campaigns and more.

Reinforcing an operator’s positioning in the B2B market

Sofrecom was asked to assist a telecom operator in determining his B2B strategy and setting up a suitable roadmap for long-term growth. The mission’s primary objectives were: determining the appropriate marketing avenues to boost the B2B value proposal and taking advantage of growth areas, strengthening customer awareness, and rekindling sales through the deployment of new steering instruments

We have implemented a 3-pronged methodology starting with the analysis and sizing up of the B2B market. Then we performed an audit of the sales organisation. Lastly, together with the customer we built a new organisation and new instruments to run the business.

The mission has helped our customer to take a necessary step back from his business so he could review his strategy and his processes. The benefits are better customer awareness, a stronger B2B value proposal, and an energised sales team.

Cloud infrastructure services

In order to innovate within his market and to support the growth of his B2B business, one of our customers wanted to have an IT infrastructure that would enable him to provide Cloud offers like DaaS, SaaS and IAS Servers. The solution was to deliver maximum protection for the operator’s data. Moreover, the cost had to be adjustable in accordance with how business would progress.

Sofrecom provided the following engineering solutions: VMware for IaaS and SaaS, and Avamar for BaaS. Our teams integrated those solutions by installing virtualisation components and Cloud-specific components. We also implemented a remote backup site. In addition to the training dispensed to operators and technicians, further assistance is planned for a one-year period.

Our customer is now ready to launch new Cloud as a Service for his own business customers. Virtual servers on demand, data hosting, backup and more, each one representing a key service for today’s businesses.

An opportunity study for smart power grids in Africa

Sofrecom has performed an evaluation of smart grid maturity in Sub-Saharan Africa for an international customer, in order to identify growth opportunities in that segment. This involved taking into account the great diversity in national backgrounds and to consider regulatory, financial and technological imperatives underlying the deployment of smart grids, as well as governmental master schemes within the power sector.

In order to meet those expectations, we proceeded on the basis of 3 stages: we determined appropriate indicators in selecting representative countries with strong potential, then we talked with key players in the power sector in order to understand the sector’s current condition and its anticipated evolution, and finally we spoke with our customer’s experts to identify any assets he may have in the field of smart grids.

Our study has broadened our customer’s understanding of the power sector in Africa, giving him an overview of the measures required to match his assets with the opportunities and characteristics of smart networks in every targeted country.

Managing a Due Diligence

In the course of the competitive acquisition procedure of a European company, a telecom operator asked Sofrecom to perform due diligence on the operation by focusing on the coordination and support of the working groups.

Specifically, we established a governance to coordinate interactions with the seller, the investment bank, the lawyers and the business working group’s steering committee. In addition to centralising all dialogue, we conducted a number of analyses (data room, senior management presentation, business risks and protection, seller’s business plan etc.) and we qualified business synergies. To complete the mission, we wrote a due diligence report.

We have delivered a clear view of the company’s actual performance and abilities, as well as its potential business risks and synergies. This summarised, factual Due Diligence report was of great help to the Investment Committee.

Information System Transformation Plan

A leading African telecom operator had made heavy technological investments in 3G/4G mobile and fiber to defend its position as the top broadband provider and to make its services more appealing. It also wanted to improve its network quality by creating a Service Management Center (SMC) able to efficiently supervise its new infrastructures and manage its services according to the quality perceived by customers.

Sofrecom supported the operator's IS transformation. After analyzing the maturity of the existing information system in comparison to recognized IT and telecoms standards such as ITIL and eTOM, we proposed a master plan and architecture for an OSS information system and recommendations on the organization, tools and processes (quality, supervision, human resources management, incident report, etc.).

Today, after implementing our recommendations, the operator is able to manage its network and services performance in real time and to clear incidents significantly faster than before.

Information System Transformation Deployment

Having bought out a telecom operator, our customer wanted to modernize the information system of this new subsidiary. With a prime objective of winning market share, it needed to ensure high-quality service, launch new innovative, convergent products, and extend its sales network.

Sofrecom assisted the operational transformation of the IS, adopting a collaborative, reactive approach involving all the operator's activities and its main IT suppliers (software publishers and outsourcers). After conducting an audit of the existing IS, we designed and developed an architecture to support new convergent offers.

A high-performance IS compliant with the highest industry standards and the recommendations of the group to which this operator now belongs was deployed on-time and on-budget in just 8 months. The organization and business processes used by the marketing, networks and IT divisions have been harmonized. New working methods have been introduced to fully exploit the more reactive and agile information system and drive forward the operator's business ambitions.

Information System Transformation

Our customer is going for broadband fixed and Internet convergence in order to launch innovative products and services. It would also like to adopt a more customer-centric approach and become more agile and reactive to reduce time-to-market and service delivery delays.

Working with a local partner, Sofrecom supplied an OSS/BSS solution for fixed lines and high-speed data (xDSL, fiber, etc.) and integrated it in the information system. We designed and deployed a national architecture and transferred 34 sites to a secure centralized instance.

The transformation project provides reliable tools and efficient reporting and has substantially improved customer knowledge and satisfaction. The centralized operation now enables billing of 10 million customers in less than 48 hours. The new higher performance facilitates the launch and management of new services and packaged offers.

Fixed Number Portability Management

Our customer, leading international telecom operator, needed to conform to new national regulations on landline number portability. For this challenging inter-operator project, it required assistance to design and implement a portability solution compatible with the processes imposed by the regulator.

The customer was already using Gaia, Sofrecom's solution for commercial and technical management of fixed and broadband offers. In less than six months we employed it to develop an operational management system for ported numbers and assisted the creation of the associated business processes: portability commercial management, ported number identification, new tariff rules, etc.

Our experts worked on-site closely with the customer's own personnel to secure the inter-operator operability tests and the commercial launch.

B2B Customer Relationship

A telecom operator's Enterprise Division wanted to deploy in its international subsidiaries a single CRM solution to serve the B2B market. The solution had to meet a number of requirements: provide a consolidated 360° view of enterprise customers, automate and unify all the B2B processes used by Sales, Marketing and Customer Service, and finally industrialize all interactions with customers.

Sofrecom installed a CRM solution, hosted and operated by its own subsidiary in Morocco (Sofrecom Services Maroc), and configured it to adapt to the needs of each of the customer's subsidiaries. This solution, based on the SPANCO sales cycle model, ensures standardized processes. Our consultants also provided technical support and trained future end-users.

The new CRM system has boosted sales efficiency and customer knowledge and satisfaction. The commercial activity can now be monitored regularly to ensure greater reactivity during the sales process.

Commercial and Financial Supervision

Our customer wished to install a standardized Business Intelligence (BI) solution in several international subsidiaries - in less than six months and on a strict budget. The solution is required to guide the commercial and financial management of each subsidiary and harmonize "corporate" level data processing.

Sofrecom implemented the ORCA solution in partnership with Krill. Our teams handled the integration, deployment and maintenance of the BI software.

This solution allows centralized access to all the company's information sources (sales, billing, accounting, etc.) and generates data and dashboards, analyses and reporting. This easy-to-use tool facilitates daily supervision of activities on the basis of KPIs determined by the users.

Data Center Space Optimization

In order to reduce operating expenses, an operator customer wished to optimize the space occupied by its data center equipment and reduce its electricity bill. It asked Sofrecom to define a decommissioning strategy for obsolete, unused telecoms equipment and to allocate the freed-up surfaces to durable technical infrastructures.

We started by defining an equipment decommissioning roadmap compatible with our customer's goals. Next, we made an inventory of existing equipment - networks, IT, electrical, heating, ventilation, air-conditioning, etc. – then evaluated their durability by considering obsolescence criteria. This led to a limited list of equipment to be conserved in the target configuration. Finally, we made recommendations on the renovation or recycling of some equipment.

Our recommendations, which will reduce energy consumption and space occupancy, are now being followed and the project is expected to last several months.

Change Management

Our customer needed to adapt his enterprise to become durably profitable in a highly competitive market in which business models and operating modes have changed radically. Faced with stiff in-house resistance to change, the plan adopted to address the challenges raised by the new ecosystem was first to establish better dialog with the personnel in order to improve its commitment and to create new dynamism within the company.

We jointly developed an enterprise project, starting by talking to many staff members working in different activities and analyzing the company's fundamentals in depth with the Executive Board. On the basis of these fundamentals, we worked with the Board and personnel representatives to define a number of sub-projects and key actions to build the global enterprise project.

The result was a roadmap accepted at all levels of the organization. The personnel willingly mobilized themselves to conduct the defined projects which they could see were structuring for the future of their enterprise. They also accepted new collaborative working methods.

Regional Transformation

As part of its program of integrating its branches managing fixed, mobile and Internet businesses, our operator customer wanted to refocus its regional entities on customer value and efficient customer care. The underlying challenge was to build a regional organization compatible with this strategic goal.

We assessed our client's organization from various angles: customer experience, people, management, organization and governance. This enabled us to propose regional organization scenarios each defining a regional directorate's role in decision-making and in executing decisions, while reconciling global policies with very heterogeneous local situations. Finally, we translated the scenario selected by the client into individual operational projects with a view to their execution.

This project led to the definition of a new regional organization focused on customer experience by developing closer proximity to customers and stronger role of regional entities in the company's global strategy. To ensure a successful implementation, the migration to the new organization is backed by a detailed transformation strategy and a clear framework defining the roles and responsibilities of entities and employees. We made recommendations on the evolution of processes and proposed a system to evaluate and develop skills.