TICE: Business Solutions for telecommunication companies
Bearing in mind the specific needs of telecommunications companies in Poland and the conditions in which they operate, PricewaterhouseCoopers has established a separate Telecommunications Industry Group whose employees are involved in rendering specialist services to enterprises that operate in the telecommunications sector.
Below you will find a selection of services our company is offering its telecommunications clients.
Inefficiencies reverberate. Inaccuracies magnify in the world of high-volume electronic transactions; even subtle operational flaws spawn substantial revenue leaks and unnecessary costs. Time and time again, we find that it is a series of slight inefficiencies and inaccuracies that add up to significant missed profit for ISPs, ASPs and Web hosting services, ad-supported content portals, eMarkets and digital asset providers.
The dynamic and rapidly evolving telecoms marketplace provides significant potential for disputes. Acquisition and merger activity, network infrastructure build outs, the allocation of wireless spectrum, regulatory and competition issues as incumbent operators are required to provide access to new market entrants and licensing and distribution agreements, are all sources of potential dispute.
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OSS are critical to the operations of a telecom company. The increasing complexity of carriers that are now involved in carrying voice and data from an end-to-end perspective make the importance of the OSS even more critical.
With growing competition in the telecom industry, carriers must often comply with data regulations in order to perform transactions and transfer data across borders. International regulations like the EU Data Protection Directive and the Canadian Personal Information and Protection of Electronic Documents Act (PIPEDA) place data handling requirements on global companies.
Compliance with regulatory requirements is a major concern of telecommunications' Boards of Directors and Senior Executives. In a complex and decentralised business environment, telecommunications companies must institute consistent, enterprise-wide compliance policies and procedures to prevent litigation and scrutiny by regulators, as well as meet shareholder accountability demands.
As telcos deploy enhanced e-business applications, and leverage the pervasiveness of the Internet, a diverse new set of challenges arise. The 'virtual enterprise' business model blurs the boundaries so that 'outsiders' become 'insiders'. As a result, there is heightened demand for them to provide ready access to new e-business applications, customer account information and corporate information for a much broader set of users than ever before. Competitive survival depends on a telco's ability to effectively engage, enable and transact business online directly with customers, business partners, suppliers and employees.
Complex revenue life cycles are a revenue assurance fact of life and the end result of the intense competition, new market entrants, evolving technologies, mergers and acquisitions, and ever-changing regulations. This complexity makes telecom companies especially prone to error because of numerous transactions and separate information systems.
Convergence and deregulation have forever changed the face of telecom businesses. The late 1990s saw unprecedented levels of corporate activity in the InfoComm sector. Funds raised through initial and secondary offerings were spent, not always wisely, on expansion through acquisitions and aggressive capital expenditure on network expansion. Following the turmoil in the last two years, industry players now have a different set of priorities, but many of their strategic goals still involve major corporate transactions.
This toolkit is relevant to any operator looking to establish a network or virtual network (i.e., it is not essential to own assets) from scratch. It is also relevant to operators who are in a position to purchase distressed assets as there are significant opportunities for tax-efficient structuring.
In the past year, the debate about the effectiveness of the global capital markets, and their ability to provide accurate stock prices, has intensified. There now exists a bizarre situation where the majority of CEOs believe their stock prices are either significantly overvalued, or significantly undervalued, depending on which side of the new/old economy divide they sit.
