ECtel Buys Compwise

Consolidation, consolidation, consolidation continues to be the dominant theme for revenue assurance vendors. Israeli revenue assurance and fraud business ECtel has just completed the acquisition of the assets of fellow Israeli business Compwise. Read the press release here. The deal valued Compwise at US$1.3m, and will involve ECtel incorporating Compwise's products into their own, and continuing to support Compwise's current customer base.

Compwise is a telecoms-oriented supplier of business intelligence; their products are designed to take very large samples of real customer EDRs and calculate billing values using actual and hypothetical tariff plans. The applications are several: use the customer's own tariff to recalculate their actual bill and check that it is correct, use a planned new tariff to understand what the impact might be on total revenues, use a competitor's tariff to gauge who provides the better deals and how best to compete. You can also include tariffs for the interconnect and wholesale costs to analyze margins and profitability in addition to revenues. It is a good tool, and a kind of automation that is under-utilized in the industry. Part of the reason for that is that recalculating bills tends to be low on the priorities for RA teams - too low if you ask me. It requires hard work to build and maintain an independent copy of tariff plans, but there is a big benefit in learning how tariffs actually work at a detailed level, not just how people think they work. The two are not always the same. I have been in telcos where a customer has queried their bill and the bill follows a snake-like path around the organization because one person after another has a different opinion on whether the bill was right or not. The marketing-oriented applications of Compwise's product should be even more compelling than its use for revenue assurance, but marketing and pricing functions often lack the sophistication with data to appreciate the benefits of a tool like this. Anybody who has been around a data warehouse function knows how many reports the marketing arm of the business demands to do its work, but will also appreciate how often there are fundamental flaws in their understanding of the data. Do we all know what a customer is, what a call is, and what a bill is? No. We may think we know based on common sense and that the majority of examples will be clearcut. But without clear definitions that determine where to set the boundaries, it is deceptively easy to ask for a couple of reports analyzing the supposedly same total number of things, but which then do not equal each other.

Why then is ECtel buying Compwise? I see a couple of forces at work here. First, ECtel is going for growth. It has turned around after some lean years, and has the capital and the vision to stay in the consolidation race, at least for now. ECtel is intending to remain competitive with the WeDo's and Subex's who have also bulked up. Second, ECtel is diversifying. This is another riff on the topic of revenue assurance vs. revenue maximization. Compwise's product covers revenue assurance but has greater sales potential when pitched as a maximization tool. ECtel may find a way to pitch the sales both ways, by trying to reach out and sell direct to Marketing functions, but also by encouraging RA teams to broaden their scope and move into revenue maximization using technology and data they should already be comfortable with.

Winners and Losers

Do you like those puzzles where one train leaves Vladivostok at 8am, bound for Istanbul and traveling at 47mph, whilst another train leaves Istanbul at 9.15am, etc? I do. By accident, I spotted this worked example in a Subex annual report from 2003. The puzzle is: can you spot the flaw?

"For example, assume that a carrier is generating US$1.2 Billion in annual revenue of which half, or US$600 Million comes from inter-connect revenues. On a monthly basis, this would translate into US$50 Million of inter-carrier revenue. Using industry figures of a 10% revenue leakage as found in studies conducted by firms like PwC and KPMG, this would only represent 90% of the revenue actually owed which means that US$5.6 Million is not being collected monthly or US$ 66.7 Million annually, representing 5.6% of the annual revenue. The impact on the EBITDA and net earnings is even more significant. Assume that the carrier is generating about 5% EBITDA which would result in US$60 Million annually. By collecting this revenue, EBITDA would increase by 100% since there are no additional costs associated with generating this revenue."

Did you get it? I actually like a lot of the maths in this. I like that they worked the calculations on the basis that the percentage leakage is relative to what revenues would have been if there had been no loss, not on the post-leakage figure. That means, as is demonstrated in Subex's sums, that absolute loss = (% loss/100) * (reported revenues + absolute loss). Hardly anyone ever interprets % loss like that. Most interpretations of percentage loss, including those generated by Analysys, who conduct Subex's annual survey, use this equation instead: absolute loss = (% loss/100) * (reported revenues). Mathematically the former is more elegant although it requires more effort to calculate and is harder to understand. However, there is then a strange mental cartwheel, as we are told this represents 5.6% of annual revenue. Huh? They mean 5.6% of the reported revenues, of course. Otherwise it would be 5%, which is what you get if you divide the 10% leakage by a factor of 2 because interconnect accounts for half of all revenues. You may hence have noticed that a US$66.7m improvement in EBITDA would be a 111% improvement over the reported EBITDA of US$60m. You would get a 100% improvement only if we were talking about the EBITDA that should have been generated if there were no leaks, on the assumption that EBITDA is a constant ratio to revenue. But then, the whole point of saying that fixing leaks involves no additional cost is to make it plain that the ratio between EBITDA and revenue is not constant. Are you still with me?

Anyhow, all of that discussion about numbers was just to keep you distracted. My real answer about the flaw in Subex's example is given below.

Interconnect is a zero-sum game. However much one telco loses, another telco gains. If one pays too much, the other receives too much. If one pays too little, the other receives too little. Winners and losers net out overall. Applying an "industry figure" of 10% overall leakage to interconnect, and using that to draw a conclusion on EBITDA improvement makes no sense. Suppose every telco was consistently in error, each one underbilling other carriers by 10%. All that would happen is there would be an equal and opposite total balancing gain as other carriers enjoyed lower costs. There would be individual EBITDA winners and losers, depending on whether the carrier bills more than it gets billed, or vice versa. The overall EBITDA total, however, always remains the same. In the example, no mention is made of the impact on EBITDA if other telcos plugged the supposed leaks in their interconnect revenues. As this theoretical example could not apply to every telco at the same time, what is it an example of?

Did you like my answer? ;)

GRAPA: See The Funny Side?

You could not make this stuff up. One of GRAPA's forums is dedicated to how they will professionalize the industry. Who is active on this forum? Three people: Papa Rob Mattison (self-appointed Hero of RA, 1st class), a senior manager at Ernst & Young in Belgium, and a product manager at South African software firm GijimaAst (??). Or at least, they were active - nothing much has happened on this forum since December last year. However, when they were active, they had some amusing discussions. Take a look at some excerpts [with my comments in the square brackets].

"I had a look at several industry related Certification programs and most of them have 2 to 3 levels of certification… I would like to propose only three levels of certification with possible specialist categories… 1. Certified Associate Revenue Assurance Professional. This certification… 2. Certified Revenue Assurance Professional. [snigger] …"
"I agree, we should… I would even limit the initial certification scheme to 2 certification a more general / foundations certification and one for the more advanced / experienced RA practitioners. E.g. - Certified RA Professional [chortle] …"
"I am agreed to have two levels of certification… - Certified RA Professional [lol] …"
"I agree with the CRAP/CRAM - Basic/Advanced approach [LOL!!] …"
"First of all, let us PLEASE come up with an Acronym other than CRAP [at last! somebody notices LOL!!] …"

How funny. They seriously considered introducing a qualification called C-R-A-P. But there is a serious side. Take a look at these excerpts:

"Below the suggested framework for Revenue Assurance Principles…

1. What is Revenue Assurance?
2. Revenue Assurance and the eTOM model [WHAT!?!? Why do they intend to hijack the bits of the TM Forum's work they want, and ignore the bits they do not want?]
3. Revenue Assurance Maturity Model [EXCUSE ME! More pilfering of other people's ideas. Maybe authors like me give away intellectual property so other people can attain it freely, and not because they intend groups like GRAPA to find ways to exploit it for financial gain.]"

"Should we put forward some standard well acknowledged (and available) white papers or books on Revenue Assurance that cover the topics mentioned above? -> This will give the people wanting to take the certification exam a clear view on what they should study. -> This will also give the committee a clear basis out of which we can draft exam questions…

Rob's book could be a basis, maybe also some of his white papers. Additionally, TMforum (if we can use their content) also has some content that could form a basis. [Great idea! But shame on GRAPA for wanting to use the TMF's material when it has made no contribution to it.]"

"I agree. We should use as much of GRAPA documentation as possible. In addition to that I would recommend the following (same as yours above)
  • The Telco Revenue Assurance Handbook (Rob Mattison) [surprise surprise]
  • Revenue Assurance (Chorleywood Publications 2002) [I cannot find a Chorleywood report with a similar title, but whichever report is intended, the cheapest Chorleywood reports cost US$2000, and do they intend to get permission before they take material for their examination?]
  • Managing Successful Revenue Assurance (The Phillips Group) [US$1000 per legitimately acquired copy, and ditto, what about permission?]
  • List of TM Forum Books (very good) (TR131, GB941, GB941-A) [Yup, great idea! At least this means that the people at GRAPA read the TMF's output, even if they do not admit it in public. But what about fair payment for use of copyrighted material, especially as GRAPA intends to charge fees for exams and certification!?!?]

Sometimes it is hard to know whether to laugh or cry. GRAPA makes me want to do both.

Comedy Service

Here are a couple of classic comedy quotes. They sum up what customers think phone companies think about customers...

"Communism is like one big phone company."

Lenny Bruce


“The phone company handles 84 billion calls a year, everything from kings, queens, and presidents to the scum of the earth.”

Lily Tomlin

Grey Traffic Costs Pakistan US$47m Annually

Illegal termination of international traffic is a thorny issue. Balance the right of a sovereign government to raise funds as it pleases with the benefits that flow from cheaper international communications. The Pakistan Telecommunication Authority (PTA) reports that PKR3bn (US$47m) is lost annually to the exchequer and national operators as a result of grey traffic. Chapter 2 of the PTA Annual Report for 2007 announced plans to purchase a solution to detect illegal traffic, with costs being split amongst industry stakeholders. The chosen solution is from Californian firm Narus Inc, and is supplied via the Pakistani solution provider Inbox Business Technologies; see the press release here. The software will be used to detect illegal VoIP gateways and hence eliminate grey traffic.

Smuggling telecoms traffic over borders is in principle no different to any other kind of smuggling. You can spend money on border controls, and make life harder for smugglers. You can fine them and imprison them. But the economic reasons that promote smuggling will remain: the costs being paid for international traffic are higher than they would be in a free market without border controls. Whilst it is easy to assess the loss in tax revenues due to illegal traffic termination, those revenues have to come from somewhere. With many Pakistanis living and working overseas, particularly in the USA, UK and Saudi Arabia, communication brings great benefits for society and the economy. There has been an explosion in international traffic with Pakistan, and prices are coming down, but I hope that the PTA learns both lessons from this experience. Not only do you need to automatically monitor networks to assure revenues, but you also need to drive down prices to the rate that would prevail in a free market. Only the two together will deliver the best overall return to Pakistani citizens and consumers.

Who Has The Bad Attitude?

Eek! I am going to write about one of those articles about revenue assurance. You know the type. It is written by a news writer, but contains no actual news. It starts off by telling you how much is the average estimated loss according to the Subex-Analysys annual survey (a scary big 13.6% of revenues in this case), but forgets to mention it is just an estimate. It is based on an interview with just one person, who happens to be selling the products made by the vendor that employs him. In this case the interviewee is Geoff Ibbett of Subex. Why then am I pointing you at the article? Well, Geoff recites a couple of interesting anecdotes, and I cannot blame him for wanting to promote his company, but I was perplexed by one quote in particular. Geoff, who for the most part talks a lot of sense about revenue assurance, is quoted as saying the following about many companies:

"There is an attitude in the industry, that we're not part of, that we're [losing] less than 1%. Until they actually monitor it… they really don't know."

Hang on, what is the sub-heading of the Subex-Analysys survey? Ah yes… "Operator Attitudes to Revenue Management Survey" [my emphasis]. Hmmm. So Geoff is presumably not talking about the attitudes of the people in the 96 operators who contributed to the survey then, which seems to be closer to "oh my gosh, oh my gosh, we are are losing lots and lots of money!" Who, then has the bad attitude Geoff is referring to? Whoever they are, perhaps giving them a fright might drive a few extra sales, as that seems to be the main point of the survey. Geoff makes a valid point, because you do not know how much you lose until you measure it. Which begs the question, if companies keep buying software from Subex and its rivals, how many more years do we have to wait before we get a survey including actual measured losses, and not just estimates? Why is Subex still promoting a survey containing only estimates? They have been paying Analysys to survey estimates for five years. Subex must have sold enough revenue assurance systems to be able to survey quite a few real results by now. It would also make much more interesting reading if they compared pre-measurement estimates of leakage to the leakages that were measured after customers buy their product. Subex likes to put the fear into everyone else, but what are they afraid of? ;)

Anyhow, there is a give away that tells us that this piece has been recycled from a publication somewhere else, quite probably a press release. How can you tell? Because the journalist keeps writing about Subex Azure, whilst Subex dropped the "Azure" from their name at the end of 2007. There is the real bad attitude for you: the one from this lazy hack journalist.

Top CAAT Award For UPC Ireland

Winn by name, winner by nature.... Glen Winn, who manages RA, Fraud and Risk at UPC Ireland, must be feeling pretty happy with himself at the moment. Glen is a regular at revenue assurance conferences, having spent many years working in the field. Only a few weeks ago he was at ViB's conference in London, talking about the success he had with adapting ACL for revenue assurance in UPC Ireland. Now it seems that ACL has also recognized that success. UPC Ireland has been announced grand prize winners of the 2008 ACL Impact Award.

Okay, I hear some of the more cynical of you saying "phooey... why should I be impressed that a supplier hands out an award to one of their customers?" Fair point. But I am impressed even so. Winning this award is not like winning an award for revenue assurance. With awards for revenue assurance, there are maybe only 4-and-a-half projects eligible to compete each year, and the result is mostly determined by how hard the suppliers push their products (with a telco stooge acting as a convenient frontman) to the deciding panel. For the ACL award, there are no suppliers competing, as everybody has the same supplier. This award is about projects competing with projects. The projects can be very different in nature, so real results will be all that matters. This is not about revenue assurance projects competing with each other. This is about revenue assurance projects competing with all sorts of other financial control and improvement projects. The competition will be drawn from all over the world, and from all sorts of businesses. Glen's win (pardon the pun!) is a real accolade for revenue assurance, and for the work done at UPC Ireland in particular.

ACL, otherwise known as Audit Control Language, is a Canadian business that has been around for 20 years. They have been working at the forefront of Computer Assisted Audit Tools (CAATs) for all that time. I was introduced to ACL back when I was an audit junior - long enough ago that everything I learned has been forgotten since ;) Their site claims there are 170,000 licensed users of ACL, which means the world of revenue assurance is a tiny speck compared to the territory they have conquered already. It should be no surprise that ACL should be a product seriously looked at by the revenue assurance teams in businesses like multiplay provider UPC. When revenue assurance software companies sell their tools, they are selling CAATs - they just do not know it, or at least do not like to use the term. The only difference has tended to be that their CAATs are highly specialized in order to cope with the problems faced in telcos.

CAATs for telecoms revenue integrity have always been (or at least are supposed to be) high-end solutions compared to the CAATs used in most businesses. Telcos are businesses that handle a high volume of transactions, each of relatively low value. Timescales are short. Many systems are involved in the transfer of data from the point of sale to the point where billing, charging, accounting or cash collection occurs. Products, processes, prices and technologies change often. There is a very heavy processing burden involved in the computerized audit of transaction data. This must be balanced against the need to keep CAAT technology both cost-effective and flexible enough that it can be reconfigured for changing needs. That is why there has been room for specialist software houses to flourish by supplying the niche for telecoms revenue assurance. However, there is always the risk that the barriers to entering this specialist market can be eroded. One form of erosion is the increasing sophistication and power of general-purpose CAAT and Business Intelligence tools. Another form of erosion is that telco business models and transactional data complexity may simplify over time, as legacy systems are replaced and eat-all-you-want tariffs become more common. Specialist RA software suppliers are happy to sell their products outside of the telco industry; it is fair enough that outside audit and integrity software houses should try to get into telcos. One real problem for the RA specialists is that they may find themselves outflanked by their more generalist competitors. If a tool like ACL can be shown to do revenue assurance, and can also be applied to many other financial control objectives, it will be harder to justify buying a different solution just for revenue assurance alone.

UPC Ireland is not the biggest telco in the world. However, the ACL award for UPC Ireland shows that general-purpose CAATs like ACL can be a serious competitor to specialist RA tools, particularly in telcos which process more modest volumes of data. As Glen Winn stated in his case study:

"The approach of using ACL as a basis for RA tools at UPC has proven to be extremely successful... Any small to medium-sized operator that is looking to implement RA tools/systems should look very seriously at this approach."

Leaking On Your Own Doorstep

There is a turn of phrase that goes (the easily offended should look away now...) don't sh*t on your own doorstep. I guess it follows that you should not leak on your own doorstep either, if you take my meaning. Yet it turns out that my mobile service provider does just that. A couple of days back, I was waiting on a call from an old colleague and friend. I waited and waited, but there was no call. That day he was in the country to meet with my mobile service provider, who happen to have their headquarters just across the business park from me. I assumed his meetings were overrunning. Then about an hour after I expected his call, my phone suddenly jumped into life. I had three voice messages from my friend. A flurry of text messages also followed. It transpired that he had been repeatedly trying to call me for the last hour, but because of network congestion had been unable to get through. In fact, he said in his message that he knew it was congestion, because he could see that the SMS messages he kept sending were not being received by me. So check this out - I am less than a kilometer from the head office of my mobile network operator, but network congestion means they could not connect the call. Geez. I know the problem is not a coverage blackspot or my handset - I was moving around, outdoors and in, my phone was always reading perfect coverage each time I looked at it, and this has been happening a lot to me recently. Planning for network utilization is one of the harder things to do, but is also one of the more important things to do. If people cannot make calls, you cannot charge for them. If people do not receive calls, they get fed up and churn. Inadequate capacity leads to reduced revenues, simple as that.

However hard it is to plan for capacity, you would think that a network would be aim to have some spare capacity right in the immediate vicinity of their head office. I mean, it must be fair to assume they will have a lot of users of their own network concentrated where their offices are based! What happens when someone goes for a business meeting, perhaps hearing a lot of talk about how great the network is, but then finds the network is overloaded right outside the HQ? Presumably they think like I would - that the quality of the service provided is rubbish. They might even tell their friends and business associates. If they are like me, they blog about it ;) All of which undermines all the carefully crafted adverts and marketing. You have to spend money to make money, you can spend it on promotion, or you can spend it on delivering a better service. One leads to new customers, the other leads to loyal customers. Guess which kinds of customers make telcos the most money? You got it. Loyal customers are a telco's best asset, especially in saturated markets. Better still, happy loyal customers will recommend the service to their friends and colleagues, and that is the best form of promotion you can get. Poor network service hurts the bottom line three times over: loss of call revenues, loss of revenues due to churn, loss of revenues because customers do not recommend the service. Perhaps my provider loses so much money they have none left to invest in the network, not even when the network is on their own doorstep. Oh well, I guess it is time for me to shop around for a new provider. There must be one out there able to actually supply me with the service I paid for...

Revenue Assurance Maturity News

Some of you may remember that back when dinosaurs roamed the earth, I kicked off a collaborative industry project to deliver a little thing called the Revenue Assurance Maturity Model. It was first released as part of the TM Forum's original technical overview for revenue assurance, back in 2005. However, the model that was included was only very simple and was based on the experience of just a few operators. Subsequently, when trying to extend and deepen the model to prove its applicability to the full range of telcos, we even found the odd error. After several years of effort, we have consolidated the wisdom of far more telcos, have fixed all the glitches, and are nearly at the point where the revised and improved model can be released publicly for all. I do not normally like to use this blog to brag about the modest progress I am making in life (and it is very modest) but after all that time I might as well share the good news. The pre-release draft of the enhanced and upgraded Revenue Assurance Maturity Model is now available for download by the members of the TM Forum. The member evaluation draft (reference GB941b) is on the TM Forum website here. If your company is a TM Forum member, please take a look and let me and the gang know what you think. But please please do not ask for a major rewrite - it has taken long enough to get this far! The plan is that, following evaluation and approval by TM Forum members, the new Maturity Model will be incorporated into the planned release 1.1 of the TM Forum's Revenue Assurance Guidebook, which will be available, free of charge, to members and non-members alike.

Following approval, we will also release the Revenue Assurance Maturity Assessment (RAMA) tool, designed to make it easy for operators and service providers to gauge revenue assurance maturity in their own business. If you want to be notified of the release of RAMA, please email maturity@revenueprotect.com and I will add you to the list.

It seems that maturity continues to generate a lot of interest in revenue assurance circles, despite the efforts of all the copycats to come up with their own maturity models. That is pretty lucky, given that most of them gave such poor advice that the average telco could transform itself from zero to hero in no time at all, so long as it spent a little money here and there. Reconcile a few CDRs, buy some software, pull together a Powerpoint presentation and fly to a conference to share your success with the world... bish, bash, bosh and you get to say you are fully mature. Great, but then what? It turns out that next year there are more revenue leaks and it almost seems like you are back at the beginning and needing to do even more - so how mature were you? The knock-off models, handed out by vendors who worry only about this year's sales targets, are pretty handy if you only intend to stay in a job for 18 months or are a consultant expecting to leave even sooner. Unfortunately, they are useless if you actually want to assess revenue assurance maturity as part of a long-term agenda to improve your business and stop leaks permanently. So it gives me a lot of pleasure to confirm that there will be an extended tutorial dedicated to revenue assurance maturity, provided by my good self, at the Billing & Information Management Systems conference to be held in Amsterdam on June 10th. If you are in town, come along! There may be no shortcuts on the high road to revenue assurance maturity, but if we travel together we will get there sooner.

Mattison Should Read His Own Book

I regularly scour the internet to find out news of what is happening in the world of revenue assurance. As a consequence, I find about once a week that Papa Rob Mattison and his Global Revenue Assurance Professional Association (GRAPA) "volunteers" (a.k.a. the Mattison family) have found yet another dotcom vehicle for promoting themselves. This week, the Mattison Mission left its mark on Scribd, which is best described as the YouTube for the written word. Like YouTube, it is mostly rubbish uploaded by the people who created it, but which nobody else wants to read, plus some very good stuff uploaded without the permission of the creators and which happens to infringe their copyright. You can decide for yourselves how to categorize Mattison's lengthy but vacuous RA handbook ;)

Annoyingly, Mattison's book was automatically downloaded to my PC without my actually wanting it (are the developers behind Scribd trying to increase the site stats by implementing an interface that downloads documents in full without asking first?) However, given that it happened by accident, I thought it might be funny to read over what Papa Mattison thought about revenue assurance back in 2004, and then compare that to his current spiel. Hilariously, it did not take me long to find evidence of Mattison's hypocrisy. This is taken verbatim from his book:


"If you want to come up with some kind of standard definition for anything, the smart thing to do is to try to find some body of standards and then depend on their definition. At present (2004), there is no Revenue Assurance standards organization in existence, (at least none that has achieved any kind of recognition by the majority of the industry). This, therefore, forced me to get creative and to look for any other kind of telecommunications standards group that could provide a clue as to how this subject should be organized. For me, the best option was the relatively well known and accepted TeleManagement Forum (TMF). The TMF, a standards organization associated with the International Telecommunications Union (ITU), is accepted around the world as the closest available tool to a standards body for telcos."

Those are Rob Mattison's words not mine. It seems, for once, Mattison and I are in full agreement. The TMF is the closest thing to a standards body across the full range of telco activities. That was true when Mattison was writing his book in 2004. It is still true today. In 2004, the TMF adopted a new initiative to develop standards for revenue assurance. I was in the room when the team of interested participants first met. Rob Mattison was not - though he could have been if he had wanted. The flight to California was considerably shorter from Mattison's home in Illinois than it was from the homes of most of the people who participated on that day. Perhaps he was too busy, or he could not afford the airfare. In the meantime, Mattison has not participated in a single conference call of the TMF's revenue assurance team, not attended a single meeting, not written a single word on its web forums and not made any contribution to its work. He would have been very welcome. He is still welcome to join, irrespective of my reservations about his business ethics. There is no doubt that Mattison has long known about the TMF's work in revenue assurance standard-setting. He could have easily participated in the setting of TMF revenue assurance standards if he had wanted to. The current word on the street is that Mattison now says he did not participate in any of the TMF's work on revenue assurance standards because it is too bureaucratic. If he means that nobody gets appointed (or appoints themselves) boss and uses that position to dictate the team's agenda and conclusions, then I agree, although I would say the word democratic is more appropriate. Better that than the autocratic model he has imposed upon GRAPA.

In 2004, the work of the TMF was not so bureaucratic that it discouraged him from copying large chunks of its work into his book. Moving forward to 2007, when Mattison instituted his own standards body, GRAPA, with himself as President, it was supposedly to fill the gap felt across industry. No mention was made of the TMF and the work it had done in the interim. Mattison had made no effort to work with the standards body that had been setting revenue assurance standards for three years by that time. It is a shame he did not do the "smart thing", in his own words, by joining with an existing standards body. But then again, if Mattison had worked with the TMF, he would not have been appointed to the role of President, and the TMF would not have been relentlessly promoting Mattison's products and services. So arguably Mattison has done the smart thing - for the sake of himself and his family, but not for the sake of the rest of us.

Revenue Assurance vs. Maximization

Ashwin Menon sent me this very interesting question recently, so with his permission I wanted to share it with all of you.

"I have followed your blog since January 2007, and I find that you have touched on a lot of issues/concerns/concepts in the field of revenue assurance. One concept in particular fascinates me - The differentiator, in terms of Revenue Assurance, in employing a Revenue Assurance methodology and a Revenue Maximisation methodology. I find the lines to be blurred and I would be interested to know your interpretation.
This question arises because in the TM Forum (of which I am a member) Revenue Assurance Maturity Model, I see (or I imagine I do) that at rank 5, the telco is ideal and moves beyond the traditional viewpoint of RA. For me the logical extension would be Revenue Maximisation. Or is it that Revenue Assurance and Revenue Maximisation work in parallel?
Thanks and Regards,
Ashwin Menon"

I must admit, it never occurred to me to discuss the relationship between revenue assurance and revenue maximization before. The question is valid, so I will try to give an accurate answer ;)

The TMF's definition of revenue assurance is right, if you ask me (but then I would say that, given I was in the room when the definition was agreed.) The TMF's technical overview of revenue assurance (document reference TR131), released way back at the start of 2005, defines revenue assurance as follows:

"Data quality and process improvement methods that improve profits, revenues and cash flows without influencing demand."

It caused a lot of discussion at the time, but what I particularly like about the definition is that it focuses on what revenue assurance people say they do when then talk about the specifics of what they do, and not on what revenue assurance people say they do when you ask them to define what they do. In other words, it focuses on the methods of revenue assurance, which are fairly consistent, and the kinds of goals that are satisfied, which are also consistent. In contrast, the specific goals set for revenue assurance do vary from telco to telco, so cannot be generalized. I can see why people want to define revenue assurance in terms of things like completeness and accuracy of revenues (but let us not go over that debate again!) but the problem is that not everybody agrees on those being the goals, or if they agree, they do not do always really aim to meet those goals in practice. For example, completeness of revenues is a very laudable goal, but what exec is going to agree to improve the completeness of revenues from 99.99% to 100% if the final fixes cost more than the 0.01% of revenue gained? Also, some execs are more interested in ensuring the accounts are correctly stated, others that the bills are right, and others that they get the cash from the customers. The exact measure of success is hence bound to vary, not just from company to company but even within a single company from time to time. This is why I have never been keen on definitions that picked a specific objective as the basis of revenue assurance.

The other thing I like about the TMF's definition, is that it neatly sidestepped one problem raised by some other proposed definitions of revenue assurance. Some definitions very simply and neatly stated that the goal of revenue assurance is to maximize revenues. That is very neat, but very wrong, if you ask me. You maximize revenues by selling and selling, until you can sell no more, but the average revenue assurance practitioner is certainly not a salesperson. What most revenue assurance practitioners have in common is that they are not trying to sell more. They are trying to improve revenues, cashflows or whatever is the chosen measure of success without increasing sales. In other words, they improve results without seeking to influence demand or consumption of the telco's products. How they do that? Well, this is where the uncontroversial core of revenue assurance practice comes in, by trying to identify services rendered but not billed, or billed but undercharged, or charged but without the cash being collected, and so forth.

What is revenue maximization, in contrast? Well, if you type the words into the internet, you get a very consistent answer back. That answer also accords with my professional training. It is about setting prices to make the most money. Revenue maximization is a basic concept in economics. Businesses may be profit maximizing or revenue maximizing in nature. To get to the maximum, the business tries to work out what products to offer and how much to sell them for. In particular, people draw a lot of graphs, do some equations, collate a lot of data to gauge price elasticity in the market (in short, how much demand for the product goes up or down as the price goes down or up) and where a product is placed relative to competitors. I have no desire to reinvent the definition of revenue maximization for telcos, so I would be happy to leave it at that. In which case, the relationship between revenue assurance and revenue maximization is very clear. One has nothing to do with pricing and demand, the other has everything to do with pricing and demand. What they have in common is data, which in particular may be data about how current customers behave, what they purchase, how much they pay. Revenue assurance is looking for flaws or gaps in the data. Revenue maximization trusts the data, but uses it to determine how to influence customer behavior.

Does this mean that revenue maximization is the natural next step for revenue assurance, once revenue assurance is completely mature? Well, yes and no. Starting with no, even modest telcos already employ people who do some kind of job of looking at data and competitors and setting prices. They may just follow the price leaders in the market, but that is still a genuine strategy for revenue maximization. It may not be a very sophisticated strategy, but the point is that this kind of work already predates revenue assurance in most telcos, so it would be misleading to suggest that revenue maximization is a job that everybody has ignored and is just waiting to be done when revenue assurance people finally have the spare time to get around to it. Somebody is already doing it, and chances are the senior execs are very aware of what they are doing. in any liberalized telecoms market, the execs are probably far more interested in pricing strategy than they are in revenue assurance. On the other hand, the people responsible for revenue maximization may not be very sophisticated at understanding or using data. They may not have all the relevant data. In contrast, revenue assurance people may, especially when they have stopped all the leaks, have very good and interesting data, and the skills to use it. They may spot opportunities or pitfalls that the pricing and marketing people miss. For example, they may notice cases where the sales price for a product is less than the cost of supplying it. They may identify network blackspots where many customers find calls are dropped or times of day when congestion stops people making calls or causes systems to be overrun and calls to be given for free. They may identify segments of customers who demand a lot of customer service time or a lot of credits and who churn after obtaining handset subsidies that are greater than the value of the calls they make. They may identify the signs of arbitrage and of seemingly honest customers who always pay their bills but who are actually illegally connecting VoIP services to the network to avoid termination fees. In summary, the data obtained by revenue assurance, when combined with the skills to analyze that data, may yield many benefits for the company in terms of selling more to desirable customers and selling less to undesirable customers.

Revenue assurance typically deals with issues that have fallen through the cracks - if nobody else deals with the problem, then revenue assurance is there to sort it out. That mentality is appropriate for the examples listed in the previous paragraph. All of those problems may have fallen through the cracks. It is in the nature of any organization to be confronted by problems that have not been anticipated and where there is no clear responsibility for who deals with them. That does not mean these specific problems must be allocated to the nominal revenue assurance function. It also does not mean that revenue assurance people have an automatic mandate to interfere in these cases either. There are other skills than the skills that revenue assurance practitioners have. For example, I have often heard revenue assurance people talk about the impact of changing price and the effect this will have on customer behavior, most usually with the point of view of exploiting inelastic behavior i.e. the telco can increase the price but the customer will buy as much, hence leading to higher revenues. Whilst it is tempting to make pronouncements like that, revenue assurance people may simply lack the data to justify their opinions on matters like these. Whilst it is fair to assume that a few pence or cents here and there will not be noticed by customers, there is a point where any customer may look around for a new supplier when they notice their bills are getting higher although their use is just the same. Many judgment calls need to go back to the pricing and marketing people. They can obtain alternate sources of data from market research that typically fall outside of the skillset of the revenue assurance practitioner. Revenue assurance can help a lot with using the telco's data, but should not be handed freedom to dictate wider business policy as a consequence. I do not think anyone is openly suggesting that is what they mean by the use of the phrase 'revenue maximization' when spoken in circles that include revenue assurance people, but this takes us full circle back to definition of revenue maximization and even those people who thought revenue assurance was the same as maximizing revenues.

In the end, dedicated revenue assurance departments have a job to do. That job uses certain specific skills and tools. There is a role to played. It is possible to step beyond the goals of revenue assurance and to use those skills and tools to assist in the realization of other goals that also help the business and fit with its priorities. This may naturally take place as a skilled revenue assurance team reaches maturity and finds it has experienced people who are not as well utilized or as fully challenged as they might be. It can also take place sooner. Just because revenue assurance is immature does not mean it is always a bad idea to redirect resources to quick wins that fall outside of the remit of revenue assurance as defined. Sometimes the value of those wins will make it worth taking a detour from the revenue assurance highroad. However, whilst revenue assurance has a clear role that will necessitate some dedicated staff, revenue maximization does not. It is too nebulous to become a new full-time source of employment for people who have reached the end of the revenue assurance evolution. At best, revenue maximization is the responsibility of many people within a business, not least the pricing and marketing functions. There may be a need for some individuals to move from revenue assurance to roles which support the revenue maximization goal, but those cases will depend on the history, challenges, opportunities and current resources in the specific businesses. It will not be a universal norm that revenue assurance turns into revenue maximization. Instead, revenue assurance needs to focus on what it does best, as well as the reasons why it is needed. If the skills with data and analysis are there, they can be put to use to assist in areas that are beyond the normal scope of revenue assurance. Being helpful, though, is a long way short of taking ongoing responsibility. Whilst it is glorious to see revenue practitioners be ambitious and succeed, it would be unwise to assert that all should aspire to take on the broad responsibility addressed in the far-reaching phrase 'revenue maximization'.

Is Revenue Assurace CAT or CAVT?

It is nothing to be proud about, but I once had a flaming row with a revenue assurance expert who works in the Far East about whether the objective of revenue assurance is completeness, accuracy and timeliness (CAT) or completeness, accuracy, validity, and timeliness (CAVT). I was giving him a lift in my car at the time, and the row got so bad that I had to pull over and let him out. Now maybe the ordinary revenue assurance practitioner may not get quite so excited about this debate, but we both got very worked up. In short, I thought, and still think, revenue assurance is CAVT and he argued it is just CAT. In fact, he went further and said validity was implied by accuracy. That really wound me up, as I dedicated three years of very hard and boring work to accountancy studies which insisted that accuracy and validity are two completely different concepts. So at the conference I chaired last week, I was forced to smile through gritted teeth when one speaker gave his explanation of revenue assurance, mentioning completeness, accuracy and timeliness but failing to talk about validity.

Where am I going with this? Well, I think the CAT definition of RA is ambiguous, open to misunderstanding and either logically sloppy, or ethically unsound. To explain why, we should begin by defining the C, A, V and T in CAVT:

  • Completeness: There is a data record for every event or object in the real world
  • Accuracy: Data records accurately describe the event or object in the real world that they correspond to
  • Validity: Every data record corresponds to an event or object in the real world
  • Timeliness: All data records are captured and processed on a timely basis

Using these definitions, the difference between CAT and CAVT is very straightforward. Records which are CAT need not be valid. For every event or object there is a record, and that record is accurate and is processed in a timely fashion, but there may also be other records that do not correspond to any real event or object. Rather obviously, this is just another way of saying you may have some invalid records in your data. For revenue assurance practitioners who have had accountancy training, the distinction will seem natural. So arguing for a CAT definition of revenue assurance would mean arguing that it is not the responsibility of revenue assurance to find invalid records. That would mean revenue assurance departments would not try to identify duplicate records, or charges for calls that never took place, or bills for equipment that were never provided to the customer, or inventories that say network has been provisioned when it has not. I have been in the room when revenue assurance practitioners have argued for this strict CAT view of revenue assurance. Everybody is entitled to their opinion, but I think this view of revenue assurance is plain wrong. It is wrong on three counts: it is inefficient for the business, weak for cost management, and inadequate to support good corporate ethics. Testing for validity is the inverse to testing for completeness. If the revenue assurance department is going to test for completeness, it is more efficient for the business that the department tests for validity at the same time rather than relying on another department to do it. Invalid records are often a sign of poor cost management. Whilst invalid records may lead to "higher" revenues in the short term, if customers find out they are being overbilled then they are likely to lead to lower real revenues in the long term, as a result of credits and churn. Invalid records also lead to increased costs when you consider the staff cost involved in handling and resolving customer complaints. Finally, ignoring evidence of invalid records, if this resulted in overbilling, would be a serious ethical breach. I hence cannot agree that revenue assurance should only assure the completeness, accuracy and timeliness of revenue processing, but ignore validity.

To be fair to the former interlocutor who was ejected from my car, he was not arguing that revenue assurance did not need to address validity. His argument was semantic. He thought that there was no need to use the word "validity" because validity is already implied by accuracy. In his view, a record could not be accurate if it was not also valid. This is the same as saying his CAT is identical with my CAVT. I dislike this argument for a number of reasons.

Firstly, I do not see what is gained by taking two useful and distinct definitions for the words "validity" and "accuracy" and insisting that accuracy covers both. It is perfectly possible to construct different tests for validity and accuracy. It may not be possible to construct a test that addresses both at the same time. So, as an auditing principle, it is helpful to keep them distinct in order to ensure you really did check them both. For example, if I can reconcile that there is a CDR for every call made, then all the CDRs are valid, but that does not prove that the details in the fields of the CDR are all correct. Because testing all the details of all the CDRs would be a prohibitive workload, it would make more sense that I check a sample of CDRs to assess whether fields are accurately populated. Similarly, if I found there were some invalid CDRs in my check for validity, I would not waste time including them in my sample test of accuracy. It is also possible to make mistakes if people are not clear on their purpose. For example, in one tax dispute I saw a revenue assurance practitioner check if every bill account in the billing system resulted in an update to the ledgers in the accounting system. He then compared the details of the records to ensure they were consistent. They found lots of examples where a bill had been issued, but the ledgers had not updated, and also of cases where the ledgers had been updated incorrectly. The results were explained to the taxman. The taxman was not impressed. The practitioner had traced forward from billing to ledger, and checked accuracy whenever there was a match. It had never occurred to the revenue assurance practitioner to also trace backwards from ledger to billing system. In this case, there were also ledger entries not supported by the billing system i.e. invalid ledger entries. The practitioner had got so excited by the detail of checking accuracy, as he understood it, that he never thought to do a proper check for validity.

The second reason I dislike saying accuracy includes validity is that some people honestly believe revenue assurance does not include validity as an objective. That does not mean they do not believe it necessary to check for accuracy. Whilst I disagree with their point of view, I have to permit them some way of expressing their point of view. With the CAVT definitions used above, it is possible to describe their point of view, because they simply do not agree in including validity as an objective of revenue assurance. However, if accuracy somehow implies validity, then it becomes very difficult to describe their point of view. You end up needing to say they believe the objectives are CAT but excluding validity, which just takes us round in a circle given that the whole point of dropping the "V" was because of an insistence that validity be considered an integral part of accuracy.

My interlocutor was very insistent that he had been trained as a computer scientist and that in computer science validity is an element of accuracy. From his perspective, a record is not "accurate" if it does not describe a real thing that it is supposed to describe. He argued that the accountants had overcomplicated a situation that the computer scientists were keeping simple. As somebody who spent a semester teaching mathematical logic to computer scientists, I did not agree with his opinions. If logic is the basis of computer science, then it is possible to describe, in logic, both my preferred definitions for validity and accuracy, and his preferred definition of a kind of accuracy that also includes validity. In logic, no definition is superior to any other. In logic, there is no conflict; it is only when we describe the logical rules in English that a clash may occur. The usefulness of a rule is determined in practice, not through logic. But there is no advantage to the computer scientist in trying to curtail the logical basis for the science, any more than it would be an advantage to build a computer that could turn bits from 1 to 0 but could not turn them from 0 to 1. For those of you interested in the logical foundations, I have constructed some definitions of the CAVT objectives, and of my interlocutor's alternate definition for accuracy including validity, using the notation of predicate calculus. You can download it from here. Ir you want to understand the logical statements, but are unfamiliar with the notation and principles of predicate calculus, there is a very good introduction here.

One thing is for certain. Whenever you go to a bigger revenue assurance conference, you will probably find at least one speaker who describes the objectives of revenue assurance using CAVT, and another who describes it using CAT. I do not think I am biased when I say that CAVT probably gets mentioned slightly more often than CAT, but there is not much in it. Certainly I am not alone in preferring CAVT. For example, a CAVT definition of revenue assurance is given by the vendor Cartesian in its common terminology for revenue assurance. However, I do hear plenty of people who describe revenue assurance in terms of completeness, accuracy and timeliness with no mention of validity. Whoever is right, the reason I raise the question is more than just because I think the argument is interesting or important. Some people have started reaching the conclusion that the practice of revenue assurance is mature in an increasing number of telcos, and is ready to evolve to take on new challenges. I question that. For revenue assurance to be mature, its foundations must be secure. Understanding whether the objectives of revenue assurance are CAVT or CAT is fundamental to determining the scope and purpose of revenue assurance. It is a principle that needs to be established and consistently communicated to everybody working in that team before rushing onward to expand the horizons. I have borrowed from logic because the debate and conclusions need to be scientific, not just semantic. If revenue assurance really is going to mature as a discipline, it will have to pass tests like whether the practitioners understand the difference between CAVT and CAT, and have come to a consensus on which is the correct expression of objectives. For those of you reading this, I recommend you reach your own conclusions on CAVT versus CAT, before moving on too quickly. At the very least, be clear about your conclusions before you ask for a lift in my car ;)